Applied Intuitive Solutions

Evidence-Based Solutions

•How Can I Leverage The Impact Of Agency Theory On Team Morale?


•Enhance my professional identity by delivering results that make a difference to subordinates •Ø Ensure variety, challenge, and achievement to build a team attitude •Ø Provide opportunities for team members to earn prestige by contributing to the success of the team •Ø Identify what’s in it for them, WIIFT •Ø Display feelings of appreciation




•How Can I Enhance My Team’s Sense Of Purpose And Meaning To Reduce The Undisciplined Individualism Inherent In Agency Theory?


•Encourage the team to embark on a program of professional skills self-discovery •Ø Clarify the relevant value systems that negatively impact team performance •Ø Leverage the team experience to improve the quality of life of each team member •Ø Return an authentic “thank you” whenever appropriate •Ø Enable team members to gain control over their own destiny according to their levels of performance •Ø Raise the motivational levels of team members




•How Can I Raise The Motivational Levels Of Team Members?


•Enable my teams to enhance their authentic self-esteem •Ø Lead my teams to attain deeper capacities of resilience •Ø Build my ability to manage stress more effectively •Ø Enable my subordinates to enjoy being a part-time member of many projects and teams •Ø Enable my subordinates to enjoy independence, freedom, and discretionary time




•How can I enable my subordinates to enjoy independence, freedom, and discretionary time?


•Encourage the ability to make independent judgments •Ø Build a sense of autonomy •Ø Create an environment free of prejudices •Ø Reduce the performance anxiety within the organization •Ø Eliminate Irrational Demands of Management




How can I respect the boundaries demanded by coaching and consulting success?


•Respect the limits of other people as sensitive boundaries •Ø Respect the limits of your own boundaries •Ø Respect boundaries at the lower levels of the organization even when the organization is flat •Ø Build new social boundaries carefully •Ø Expand your inner boundaries •Ø Over the deficits of fragmented boundaries created by attention




•How can I respect the boundaries demanded by coaching and consulting success?


•Respect the limits of other people as sensitive boundaries •Ø Respect the limits of your own boundaries •Ø Respect boundaries at the lower levels of the organization even when the organization is flat •Ø Build new social boundaries carefully •Ø Expand your inner boundaries •Ø Over the deficits of fragmented boundaries created by attention




•How can I develop a personal framework for making the right career management decisions?


•Learn enough about myself to master the greatest challenge of my entire career, that is, mastering my own self-discipline •Ø Do not avoid reality but rather become consistently truthful with myself about my capabilities •Ø Answer the fundamental career question: Why do I want to do what I do •Ø Explore the question of why I care about a job change at all •Ø Explore why anyone would have confidence in me to do the job they need to have done




•How can I explore the question of why I care about a job change at all?


•Ask myself the two High Impact Job changing questions everyone needs to answer •Ø State why I want to seek the new job by determining what’s in it for me, WIIFM •Ø State why anyone wants to hire or promote me, What’s In It For Them, WIIFT •Ø Clearly answer these questions to be more effective •Ø Give fuzzy answers to these questions to be less effective •Ø Clarify the environment of the new position or promotion




How can I determine what’s in it for me, WIIFM?


•Determine if the position enables me to build more productive relationships •Ø Identify the psychological and emotional environment associated with position •Ø Determine if the position offers a more humane work environment than the one I current occupy •Ø Determine if the position offers independence of thought, freedom of action, and discretionary time •Ø Determine if the position enables me to build an expanding network of contacts •Ø Ensure that I am offered a position that will definitely improve the quality of my life




•How can I identify the psychological and emotional environment associated with the position?


•Determine if the position enables me to improve my self-esteem and sense of self-worth •Ø Determine if the position offers heightened objectivity and inter-personal sincerity •Ø Determine if the position will test my resilience and ability to manage stress •Ø Determine if the position will enhance my sense of purpose and meaning •Ø Determine if the position offers prestige from success •Ø Determine if the position resolves important professional considerations




•How can I determine if the position resolves important professional considerations?


•Determine if the position offers heightened satisfaction of collaboration and teamwork •Ø Determine if the position offers alternative work strategies that encourage win-win outcomes •Ø Determine if the position offers enhanced communications processes along with a number of other organization innovations •Ø Determine if the position enables me to enjoy continuous learning •Ø Determine if the position encourages the acquisition of new perspectives •Ø Determine if the position resolves important financial considerations




•How can I determine if the position resolves important financial considerations?


•Determine if the position offers an Income based on professionalism •Ø Determine the salary history of the position under consideration •Ø Determine the short and long range potential of financial opportunities for the position •Ø Assess the broader salary ranges associated with the financial opportunities within the industry •Ø Determine the average financial package for similar positions within other departments within the company •Ø Assess the full environment of the new position or promotion




•: How can I clarify the environment of the new position or promotion?


•Clarify and refine the position vision formed during the interview process •Ø Clarify the “Mission Statement” of the position •Ø Clarify the value system governing the company and organization in which the position exists •Ø Clarify the value system governing the manager of the organization in which the position exists •Ø Clarify the fulfilling requirements, wants, or needs of the organization in which the position exists




How can I determine what’s in it for them, WIIFT?


•Clarify why the position is open and why the interviewer engages people to do this specific job, WIIFT •Ø Ask again WIIFT in hiring or promoting you •Ø Eliminate the tendency to engage in mind reading about why the company wants to hire or promote me •Ø Eliminate any guessing about anything the interviewer sends my way •Ø Determine if my interviewer is a receptive audience that needs other kinds of assistance beyond the specific job on the table •Ø Highlight my expertise to expand my impact on the interviewer




•How can I highlight my expertise to expand my impact on the interviewer?


•Demonstrate that I bring an enhanced sense of purpose and meaning to the position •Ø Recap the relevant vital experience I offer that surpasses mere expertise •Ø Highlight that I built my career on a progressive record of success •Ø Place a value on what I do and have done •Ø Place a value on my experience and expertise




•How can I leverage the discussion of my expertise to humanize the interviewing process?


•Raise my level of motivation to motivate the interviewer •Ø Learn how to manage my interviewer’s expectations by leading the interview •Ø Deliver the results the interviewer expects •Ø Remain rational during interviewing process •Ø During the inevitable lull, get unstuck and get going, control the pace of the process •Ø Leverage the interviewing process to enhance my soft-skills development




•How can I leverage the interviewing process to enhance my soft-skills development?


•Leverage the interview process to attain deeper levels of self-discovery •Ø Leverage the interview process to gain insights that will make a difference during critical times in the position •Ø Isolate the soft-skills necessary for the success in the position •Ø Use each cycle of the interview process to gain insight into my professional image •Ø Use the interview process to deepen my personal growth •Ø Use the interview process to demonstrate my mastery in relationship building, soft-skills execution, and communication performance




•How can I use the interview process to demonstrate my mastery in relationship building, soft-skills execution, and communication performance?


•Demonstrate my inter-personal courage by demonstrating confidence in my capacities to succeed in the position •Ø Clarify the relevant value systems valued by the interviewer •Ø Give an authentic “Thank you” to everyone in the interview experience •Ø Walk the talk by displaying sincere feelings of appreciation •Ø Display the personal power to make a difference •Ø Expand my perspective about my career to demonstrate my flexibility and adaptability




•How can I expand my perspective about my career to demonstrate my flexibility and adaptability?


•Determine how the core competencies which I offer will assist in improving work group functional performance •Ø Use this knowledge to enhance my professional identity •Ø Gain recognition and appreciation from the interviewer for a significant accomplishment •Ø Use this admission of the interviewer for a significant accomplishment to enhance my job or promotion salary offer •Ø Use the interview process to gain collegiality, build friendships, and develop long term relationship •Ø Use the interview process to gain control of my own destiny




•How can I participate in humanizing the interview process?


•Once again access WIIFM •Ø Use the interview process to lay the foundation for the negotiation process •Ø Ensure that the position offers abundant variety, challenge, and achievement •Ø Maintain my ability to say no and walk away if necessary •Ø Determine if I will serve as a part-time member of many projects and teams or will lead the entire program •Ø Use the humanizing process to develop a framework for the written acceptance/employment contract




•How can I use the humanizing process to develop a framework for the written acceptance/employment contract?


•Speak with other people familiar with the position •Ø Speak with other employees within the workgroup •Ø Speak with other managers •Ø Get all promises in writing •Ø Negotiate penalties for any material misrepresentations or hidden fact about the position that would have resulted in a rejection of the job offer •Ø Negotiate penalties for any unknown and pre-existing political strategy that inevitably impacts you if you take the position and become a victim of the political environment




•How can I negotiate penalties for any material misrepresentations about the position?


•Negotiate the termination contract first •Ø Be truthful in all your own claims •Ø Review and verify everything before signing anything •Ø Respect all company and personal secrets •Ø Negotiate penalties for their broken promises and career commitments •Ø Negotiate penalties for misrepresentations about the position




•How can I negotiate penalties for other misrepresentations about the position?


•Identify all job specifications that are crucial to your success on the job •Ø Define these as your binding prerequisites to job performance as items to be included in the employment agreement •Ø Build these into the job contract •Ø Identify the range of all resources required to succeed on the job and include these on the job contract •Ø Hold them responsible for violating resource commitments that negatively impact your performance •Ø Escalate thy penalty clause for failure to keep their agreements




•How can I assess the values of the organization as it migrates business processes?


•Study the management and leadership styles •Evaluate the perceptions and rationalizations of the above •Test the attitudes about communication •Establish formal feedback processes •Encourage candor, never rudeness •Manage the organization to reduce and balance dissent




•Study the management and leadership styles.


•Every organization has its own leadership and management style. These are psychological and emotional aspects of the human environment. Study how management communicates its message. Determine what behavior is most acknowledged. Assess how leadership communicates and follows the organization vision.




•Evaluate the perceptions and rationalizations of the above.


•Observe the perceptions and the rationalizations of workmates as they support business process migration. Assess their compliance with the guidance of management.




•Test the attitudes about communication.


•Assess whether management freely communicates with his or her entire team or only with certain people. Assess whether management solicits feedback or refuses to listen to the team in general. Determine how different management communicates up the ladder versus down the ladder. Assess how management works with other managers.




•Establish formal feedback processes.


•Informal feedback is important but not enough. Formalize feedback processes to ensure that you are not ignored. This is one way to determine how much you influence the organization.




•Encourage candor, never rudeness.


•How we communicate is as important as what we communicate. Learn to influence how others communicate with you by learning to communicate with them. Teach people how they should communicate with you by consistently responding diligently.




•Manage the organization to reduce and balance dissent.


•Dissent is important because it tells you about the counter-culture that influences the organization. Each organization has known or perceived values. These are announced in some way by management. Every organization also has hidden values that are very influential. You must learn to balance both to reduce and balance dissent.




•How can I assess the values of the organization as it migrates business processes?


•Values assessment never stops. You must learn to assess your organization’s values every day because people change more than people realize, especially managers and leaders. The action steps presented here will enable you to assess the values of your organization as it migrates business processes. As an interesting practice, you might want to make this values assessment Action Plan as a permanent part of your self-development program. Values, known and unknown, impact your life more than you probably realize. We often live under their influence without realizing which ones influence us the most.




•How can I assist my workplace relationship in resolving the conflicts that decrease performance?


•Identify specific Conflict Resolution strategies to assure that the members of the workplace relationship more effectively cooperate. •Open a discussion to initiate the calming process. •Initiate a written communication campaign to build upon verbal communications. •Embed mediation into the Conflict Resolution process when other strategies become too complicated or time consuming. •Seek compromise to ensure that you get what you desire. •When all else fails, enlist members of the workplace relationship to vote on the outcome to resolve the conflict for each member.




•Identify specific Conflict Resolution strategies to assure that the members of the workplace relationship more effectively cooperate.


•Conflict is a re-occurring challenge for workplace relationships. If ignored for too long, it can become quite serious. Whenever conflict arises, assess the situation as soon as possible. Identify several strategies that restore workplace relationship effectiveness. Then design the strategies to respond to the specific kind of conflict your colleagues experience. Ensure that the strategies remain as simple as possible. Then implement them and adjust them as necessary to eliminate the avoidable conflict.




•Open a discussion to initiate the calming process.


•Conflict signals a probable disconnect in communications of some kind. Assess whether the conflict emerged from a failure to communicate effectively. Establish a schedule to get everyone talking rather than arguing. Establish guidelines to protect employees who have something sensitive to address. Remain vigilant and adopt another strategy if this fails to build team effectiveness.




•Initiate a written communication campaign to build upon verbal communications.


•Occasionally workplace relationships become more effective when all important communications are put in writing. Use written communications to bring down the emotional barriers that conflict has put up. Get everyone to add their insights about the problem. Such an approach requires more thought and discipline. Use written communications to document the conflictual situation.




•Embed mediation into the Conflict Resolution process when other strategies become too complicated or time consuming.


•Conflict Resolution can become intractable as the parties become entrenched and refuse to budge as they attempt to resolve the conflict among themselves. At this time, initiate mediation using a third party experienced in Conflict Resolution. Employ mediation to assist sincere individuals with effectively resolving their problems.




•Seek compromise to ensure that you get what you desire.


•Define the terms of the compromise. Identify what each party may gain in agreeing to the compromise. Set a date and time for settling the compromise. Use the compromise strategy to ensure that each party receives the same treatment and process and understands that this is an attempt to reach a fair agreement.




•When all else fails, enlist members of the workplace relationship to vote on the outcome to resolve the conflict for each member.


•This provides an opportunity for everyone to weigh in and overcome the intractability. While this is a desperate measure, it can be an effective strategy. The downside, of course, is that each party may still not accept the results of the vote and strengthen resistance.




•The challenge of managing conflict has its own life-cycle. People speak about Conflict Resolution, Conflict Management, and Conflict Transformation. As is obvious by their names, each approach delivers vastly different results. We can design strategies that resolve conflicts, manage them, or transform them. Each is not the other. Naturally, the best way to handle conflict is to not have them. However, conflict can be a good thing. Some conflicts are necessary.





•Open a discussion to initiate the calming process.


•Conflict signals a probable disconnect in communications of some kind. Assess whether the conflict emerged from a failure to communicate effectively. Establish a schedule to get everyone talking rather than arguing. Establish guidelines to protect employees who have something sensitive to address. Remain vigilant and adopt another strategy if this fails to build team effectiveness.




•Initiate a written communication campaign to build upon verbal communications.


•Occasionally workplace relationships become more effective when all important communications are put in writing. Use written communications to bring down the emotional barriers that conflict has put up. Get everyone to add their insights about the problem. Such an approach requires more thought and discipline. Use written communications to document the conflictual situation.




•Embed mediation into the Conflict Resolution process when other strategies become too complicated or time consuming.


•Conflict Resolution can become intractable as the parties become entrenched and refuse to budge as they attempt to resolve the conflict among themselves. At this time, initiate mediation using a third party experienced in Conflict Resolution. Employ mediation to assist sincere individuals with effectively resolving their problems.




•Seek compromise to ensure that you get what you desire.


•Define the terms of the compromise. Identify what each party may gain in agreeing to the compromise. Set a date and time for settling the compromise. Use the compromise strategy to ensure that each party receives the same treatment and process and understands that this is an attempt to reach a fair agreement.




•When all else fails, enlist members of the workplace relationship to vote on the outcome to resolve the conflict for each member.


•This provides an opportunity for everyone to weigh in and overcome the intractability. While this is a desperate measure, it can be an effective strategy. The downside, of course, is that each party may still not accept the results of the vote and strengthen resistance.




The challenge of managing conflict has its own life-cycle.


•The challenge of managing conflict has its own life-cycle. People speak about Conflict Resolution, Conflict Management, and Conflict Transformation. As is obvious by their names, each approach delivers vastly different results. We can design strategies that resolve conflicts, manage them, or transform them. Each is not the other. Naturally, the best way to handle conflict is to not have them. However, conflict can be a good thing. Some conflicts are necessary.




•How can I design a methodology to resolve conflict in the clients’ organization?


•Determine the Cause of Employee Conflict in the Workplace. •Identify the discrimination issues of whatever kind. •Identify the Performance-Review Conflicts. •Identify the conflicts with customers. •Identify the Leadership Conflicts. •Identify the management conflicts that impact the clients’ organization.




•Determine the Causes of Employee Conflict in the Workplace.


•Conflict is inevitable in workplace settings, and conflicts can arise between co-workers, supervisors and subordinates or between employees and external the stakeholders, such as customers, suppliers and regulatory agencies. Managing conflict is a key management competency. All smart business owners study and practice effective conflict management skills to maintain a positive workplace environment. Reviewing examples of conflicts and resolutions in the workplace can give you an idea of what to expect when conflicts arise. Your methodology enables you gain such an understanding.




•Identify the discrimination issues of whatever kind.


•Discrimination can be a source of heated conflict, potentially ending in legal trouble for a company or its owners. Discriminatory conflicts can arise from personal prejudices on the part of employees or perceptions of mistreatment of employees. As an example of a discrimination-related conflict, imagine a minority employee in a team setting who feels that he is consistently assigned the most menial work tasks in the group. This employee may begin to harbor resentment against team members and managers, eventually lashing out through decreased productivity or outright verbal conflict. To resolve this issue, a manager could sit down with the whole team and discuss the way in which job tasks are assigned, making changes as necessary to ensure that tasks are divided equitably.




•Identify the Performance-Review Conflicts.


•No employee likes to receive a negative performance review, but giving negative feedback in a review can be unavoidable based on the employee's own actions during the review period. Employees may become angry over not receiving expected pay raises, promotions or other performance-related incentives, and may lash out by spreading discontent through gossip and a negative attitude at work. Employees may argue directly with supervisors during performance reviews, creating sensitive situations that require tactful communication. To resolve a conflict arising from a negative performance review, work directly with the employee to create a solid, time-bound plan of action to improve her performance, and tie the completion of these goals to guaranteed incentives. Allow employees a voice when setting goals to increase their dedication to achieving the goals.




•Identify the conflicts with customers.


•Sales and customer service employees can experience conflict with customers on a fairly regular basis, depending on the industry. A common conflict experienced by salespeople is a dissatisfied customer who feels personally defrauded by an individual salesperson. For example, if a car salesman sells a used car without a performance guarantee or warranty and the car breaks down on the buyer, the buyer may return to angrily confront the salesperson and demand a refund. The best first step to solve these conflicts is to involve a manager who has the right to offer refunds, discounts or other conciliatory gestures to the customer unless you are in a situation where employees are empowered to make these kinds of decisions.




•Identify the Leadership Conflicts.


•Personality clashes between managers and subordinates can cause a range of interpersonal conflicts to arise. Employees may feel bullied or pushed by more authoritarian managers, or may perceive a lack of guidance from more hands-off managers. Managers with type-A personalities may set goals that are too ambitious for their subordinates, setting them up for failure and inevitable conflict. To handle these personality mismatches, first try to garner an understanding between the manager and the subordinate so that each understands the others' perspective in the situation. Never treat conflict management situations as disciplinary hearings, as if managers are inherently right and employees are inherently wrong; this is a reliable way to lose good employees. If the two cannot come to an understanding, place the employee under the supervision of another manager if possible.




•Identify the management conflicts that impact the clients’ organization.


•Fundamentally, management conflicts emerge from emotional and rational disagreements about decision-making, depth of responsibility, and range of authority. The emotional aspect of conflict refers to “hurt feelings”. That’s it. Whenever you design a methodology to resolve conflicts in the client’s organization, your methodology has to resolve rational problems and balance feelings. You can present the most rational solution on the globe, but if you overlook the role that feelings play in prolonging conflict, your methodology will remain ineffective.




§How can I begin by studying my colleague’s function in the workplace relationship?


§Identify the organizing perspective of the workplace relationship. §Go deeper into discovering the history of the workplace relationship. Determine the problems solved by the relationship. Identify the problems generated by the workplace relationship. Identify the change in mission of the workplace relationships over the last year. Identify the other workplace relationships supported by this workplace relationship. Determine whether this workplace relationship is productive or destructive.




§How can I begin by studying my colleague’s function in the workplace relationship?


§Review the design of the workplace relationship. §Identify the human components of the workplace relationship. §Identify the organizing perspective of the workplace relationship. §Identify the processes of each person within the workplace relationship. §Describe the processes of the colleagues in the workplace relationship. §Describe the environment in which my colleagues in the workplace relationship gain inputs and return outputs.




•How can I assess the values of the organization as it migrates business processes?


•Study the management and leadership styles. •Every organization has its own leadership and management style. These are psychological and emotional aspects of the human environment. Study how management communicates its message. Determine what behavior is most acknowledged. Assess how the leadership communicates and follows the organization vision.




•How can I assess the values of the organization as it migrates business processes?


•Study the management and leadership styles •Evaluate the perceptions and rationalizations of the above •Test the attitudes about communication •Establish formal feedback processes •Encourage candor, never rudeness •Manage the organization to reduce and balance dissent




•How can I assist my organization in achieving exceptional performance?


•Define exceptional performance. •Define the Critical Success Factors of the organization. •Establish the Critical Success Factors of the organization as the building blocks of exceptional performance. •Achieve exceptional performance in Knowledge Management. •Achieve exceptional performance in mastering soft-skills competencies. •Achieve exceptional performance in employing virtual solutions for rapid problem solving.




•How can I define the Critical Success Factors of the organization?


•Define the criteria for producing exceptional performance for the organization. •Ensure that the definition of performance encourages authentic problem-solving throughout the organization. •Pick substance over form in solution delivery to gain rapid results as a Critical Success Factor. •Deliver problem-solving content based on an insightful flexibility that is suitable for all teams. •Employ virtual technology that simplifies the problem solving tasks of project teams. •Ensure that all intelligent Solutions On-Demand™ remain useful after the first-use.




•How can I employ the Critical Success Factors to produce exceptional performance?


•Employ the Critical Success Factors to guide delivery of exceptional performance in soft-skills competencies. •Employ the Critical Success Factors to guide the delivery of exceptional performance in virtual solutions delivery support. •Employ the Critical Success Factors to guide the delivery of exceptional performance in Knowledge Management. •Employ the Critical Success Factors as leverage to to respond to changes in the competitive environment. •Employ the Critical Success Factors to beat the competition.




•How can I achieve exceptional performance in virtual solutions delivery?


•Build competence by providing continuous access to real-world solutions and models. •Attain workplace authentic content to define the current problem. •Build the relevant problem scenarios of immediate concern based on the current problem. •Access abundant intelligent Solutions On-Demand™ targeted to your problem or challenge. •Employ well thought-out solution plans derived from the experience presented in the intelligent Solutions On-demand™.. •Master the intelligent Solutions On-Demand™ to improve employee performance.




•How can I achieve exceptional performance in Knowledge Management?


•Determine the Knowledge Management vision. •Define the Knowledge Management strategies. •Define the Key Performance Indicators (KPI) of Knowledge Management. •Link the KPI to the Critical Success Factors of the organization. •Develop the Knowledge Management plan of action. •Install Knowledge Management methodology. •Initiate a responsive Knowledge Management environment linked to building exceptional performance.




•How can I employ abundant intelligent Solutions On-Demand™ to rapidly solve problems?


•Craft targeted problem-solving stories derived from experience. •Employ the integrated work tasks as action plans. •Use Internet delivery of intelligent Solutions On-Demand™ to access virtual solutions. •Heighten workplace productivity by gaining easy access to intelligent Solutions On-Demand™ to eliminate or reduce the training gap. •Heighten workplace productivity by gaining easy access to intelligent Solutions On-Demand™ to eliminate or reduce the consulting delivery knowledge transfer gap.




•How can I achieve exceptional performance in mastering soft-skills competencies?


•Build competence by providing continuous access to real-world models of soft-skills competence. •Develop well thought-out soft-skills solution plans derived from experience. •Provide abundant intelligent Solutions On-Demand™ in the targeted soft-skills. •Attain workplace authentic content that facilitates the mastery of soft-skills competencies. •Develop relevant scenarios using the actions plans of intelligent Solutions On-Demand™. •Master the intelligent Solutions On-Demand™ to improve employee performance in the soft-skills.




•How can I derive the Critical Success Factors (CSF) that enhances the performance of the organization?


•Derive the CSF from the delivery of exceptional performance in soft-skills competencies. •Derive the CSF from the delivery of exceptional performance in rapid solution support. •Derive the CSF from the delivery of exceptional performance in Knowledge Management. •Derive the CSF from the delivery of abundant information on-demand bout the marketplace. •Derive the CSF from the delivery of improved employee performance. •Derive the CSF from the delivery of improved workplace performance.




•How can I assist my organization in building employee competence?


• Provide continuous access to competency-based business process models. •Provide well thought-out virtual solutions plans that facilitate the development of employee competence. •Provide abundant information-on-demand regarding the Key Performance Indicators of team competence. •Provide authentic workplace guidance concerning the expected skills level of employees. •Provide virtual Internet delivery of solutions that enhance the competence of teams and organizations under various scenarios of real-world challenges. •Reinforce problem solving by applying intelligent Solutions On-Demand™ in the workplace




•How can I leverage the potential of multi-cultural teams to attain exceptional performance?


•Attain management support. •Engage in perpetual team building. •Reduce the organization conflict of multiple cultures. •Keep everything as simple as possible. • Provide follow-up coaching •Review progress. •Engage in processes of feedback and adjustment.




•How can I raise the professionalism of my teams?


•Provide professional support. •Deliver interesting solutions. •Ensure the delivery of relevant intelligent Solutions On-Demand™ (iSOD™). •Provide authentic iSOD™ derived from workplace experience. •Employ principles of Mindful Learning when engaging the iSOD™ action plans. •Avoid the use of irrelevant solutions. •Use solutions that are relevant to performance objectives of the organization.




•How can I quality the Critical Success Factor: “good solution”?


•Select correct solution. • Ensure that the solution is appropriate to the audience. •Ensure that the solution is appropriate to the purpose of the project. •Ensure that the solution is timely. •Ensure that the solution is enduring.




•How can I quality the Critical Success Factor: “authentic solution”?


•Ensure that the solution reflects the real workplace problem. •Ensure that employees identify with the solution. •Ensure that employees believe that the solution reflects the nature of the problem. •Ensure that employees believe that the solution is a real solution for their very real problem. •Ensure that the solution provide an enduring response to the problem.




•How can I validate the Critical Success Factor: “substance over form”?


•Provide core content directly derived from the workplace without adding nonessential media. •Employ multimedia only where it directly contributes to the solution. •Employ multimedia only where it improves the transfer of knowledge. •Employ solutions that have a history of success. •Employ solutions that are repeatable. •Employ solutions that are clearly linked to the challenge.




•How can I validate the Critical Success Factor: “Insightful Flexibility in Fitting All Employees”?


•Offer a large range of solutions to meet the needs of employees. •Offer a range of solutions for every level in the company. •Offer operational solutions. •Offer tactical solutions. •Offer strategic solutions. Offer dynamic solutions




•How can I validate the Critical Success Factor: “Insightful Flexibility in Fitting All Employees”?


•Offer a large range of solutions to meet the needs of employees. •Offer a range of solutions for every level in the company. •Offer operational solutions. •Offer tactical solutions. •Offer strategic solutions. •Offer dynamic solutions




•How can I validate the Critical Success Factor: “Employee Friendly Technology that Eliminates the Technological Barrier”?


•Provide a robust but simple technology framework. •Use the environment you have so that you do not require new technology. •Implement a technology that everyone can use. •Ensure that each employee can have virtual access as the job conditions demand. •Employ a technology that reduces training or consulting cost.




•How can I validate the Critical Success Factor: “Useful after First Use”?


•Apply the solution immediately in the workplace and also again on another day. •Apply the solution to resolve the same kind of problem for years to come. •Specify the solution as a permanent fix to prevent the problem from reoccurring in similar situations. •Use the solution as a permanent fix in a business process. •Require the solution as a skill requirement for employees on one or more teams.




•How can I validate the Critical Success Factor: “Reinforced solutions through workplace application, follow-up coaching and review, Knowledge Management, and team building”?


•Offer an On-Demand process that provides potent solutions virtually. •Integrate virtual solutions with opportunities for intensive personal coaching. •Provide an Internet Assisted Action Learning™ process to use intelligent Solutions On-Demand™ for employee training. •Employ a virtual solutions program to facilitate Knowledge Management roll-out. •Employ virtual solution to facilitate team build on critical projects.




•How can I validate the Critical Success Factor: “Encourages management and professional support”?


•Use virtual solution to develop workplace relationships. •Use virtual solutions to improve employee performance. •Use virtual solutions to enhance strategic management through rapid problem solving. •Use virtual solutions to close the knowledge performance gap. •Employ virtual solutions to involve executives and managers in project level problem management




•How can I validate the Critical Success Factor: “Reduces conflict of culture”?


•Use virtual solution to increase cultural awareness. •Employ virtual solutions to increase employee sensitivity. •Use virtual solutions to resolve disagreements over expectations. •Use virtual solutions to capture standard solutions for an organization-wide conflict. •Use virtual solutions to facilitate multi-cultural cooperation.




•How can I validate the Critical Success Factor: “Interesting and relevant to the workplace”?


•Employ authentic virtual solutions to resolve immediate problems. •Employ solutions derived from actual workplace application. •Employ solutions suitable for skill level of employee. •Employ solutions that enable rapid transfer of knowledge. •Employ solutions that increase the skill level of teams. •Employ virtual solutions that enhance the knowledge repository of the organization.









Copyright © June 26, 2019 Raymond L. Newkirk 

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