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Look Before You Leap, Part 2

In my previous post, I posed an observation and a challenge: in essence saying, "The World is Changing," and asking, "What Are You Going to Do About It?"

Given the seriousness of the decisions, I'd suggest a process is in order, and offer these thoughts.

Step One in this process would be understanding and accepting that yes, in fact, the world is changing. Step Two would be working to better understand the problem, its root causes. Step Three would be evaluating what the problem implies. Step Four would be understanding the options - the Upside. Step Five is playing defense - understanding the Downside, what can go wrong.

Put another way, in another recent post, I used this analogy of health care decision making when facing a problem:

a) the epiphany ("something's not right, we can do better...)
b) the diagnosis ("what's wrong, how serious is it?");
c) the prognosis ("how bad will it get, Doc?");
d) the treatment options ("what can we do, what our options?"); and
e) the potential side effects and unintended consequences (" what can we expect, what should we watch out for?").

Step Six, then, would be devising a Plan of Action, making decisions, the subject of this series of posts.

Years ago, I took a course in Screenplay Writing, where I learned about Aristotle's views on storytelling, in particular, the Three Act Structure approach. (I believe there is no such thing as wasted time, just levels of experience - some more valuable than others!)

So our story in this case starts out in Act One with how the actor looks at the world - Perspective.

Moving on to Act Two, the body of the story, there are three dimensions of change: new system approaches for operating a city or System, new process options - the rules of operation or Process; and new solutions that embody the changes in systems and processes or Solution.

Finally Act Three is the wind-up - whether its time to adapt, the type of change, and how much or Adaptation.

I offer up this methodology for making decisions on change: this is a way of breaking down this complex decision into its component parts.

Evolution.jpg

In the graphic above, I envision a master control panel for change, with the parameters of change on several dimensions. As described above, I've divided the categories into Perspective, System, Process, Solution, and Adaptation.

Decisions on change are necessarily based not only on the particular circumstances before the person or group faced with decisions, but also on how they would decide on these individual dimension scales. Attitudes about change on each of these parameters will collectively determine where they end up at the last decision, whether to change or remain the same. Often, using a tool like this takes the stress out of making a difficult decision - call this a modern version of the Ben Franklin method.

So, how do you decide? Let me tell you about a simple tool many use and advocate. It is known as the "Ben Franklin" system. Take a lined pad- write the question to be decided at the top of page and below divide the remaining sheet into two vertical columns. The left is for the negative consequences of your action and the right is for the positive benefits.

Assume for the moment you are undecided about buying a new car. You have selected the model but you are not sure this is the right time. Pose the question on the top of the pad--in the left column, list your reasons to wait, on the right side, list your reasons to buy now. In a sense, the side with the most reasons wins.

The "Ben Franklin" system forces you to think about what you are about to do. It does not let you sweep under the rug what will happen if things don't work out. And it does not let you see the promises but not the perils of your choice. Try Ben Franklin

Next up, getting down to the nitty gritty at each component level. Having fun yet?

Posted on December 20, 2007 at 09:12 AM

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