We’ve looked at the first two steps of problem identification this week.
Consulting stakeholders, obvious and less obvious, is critical in the sunburst process as it helps generate diverse perspectives.
Some of these perspectives may be far-fetched while others may be spot on. Some may even seem silly, but the value in the sunburst doesn’t lie with any single option (or sunray). The value lies in the collection or totality of the options.
We’ll start processing all these options next week, but we will wrap this week up with a small offering.
Close your eyes for five seconds and think of three changes you are trying to make (or things you are trying to fix) in your organization.
Now answer this question: what problem are you trying to solve?
Too many times we fix things that aren’t really broken. Or we make them better when they were already good enough. Be ruthless in asking this question any time you are contemplating a change. What problem are you trying to solve?
You will recall that I was having critter issues in my garden a few weeks ago. I developed all kinds of plans for fences, barriers, and walls. Some of them were going to be beautiful. I even thought about expanding the garden so it would be more symmetrical. But why? What problem was I trying to solve?
What problem are you trying to solve? If you can’t answer that question, your actions are meaningless.
Do good and be well,