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Full Profit Potential From Locating, Anticipating, Adapting To, Creating, and Shaping Trends

Apr 8, 2008
To approach the ideal best practices for locating, anticipating, adapting to, and creating or shaping changes in irresistible forces, your key challenge is to create a mind set that sees the full positive potential for your enterprise in every change.

You also want everyone to be excited and energized by the occurrence of these changes. Working through your answers to the following perspectives can get you started in the right direction.

Examine How Approaching the Ideal Best Practice Will Challenge Your Company

If you stop and think for a minute, you will notice that your organization almost always responds to any problem or opportunity in a small number of ways. Expanding that sense of how to address irresistible forces will be a big part of the limitations you must overcome to avoid stalled thinking in this area.

Alternately, you may notice a great sensitivity to some kinds of external changes while your people exhibit complete deafness to others. That tendency is a limitation that you must also overcome. In this article, you will find questions designed to help you locate areas of insensitivity and unresponsiveness that keep you from enjoying the benefits of operating close to the ideal best practices.

What are the aspects of approaching the ideal best practices that will be new for your enterprise?

New activities are hard to understand, hard to see as being advantageous, and hard to learn how to do well. Being aware of these difficulties can help focus your attention on taking more time to explain what to do and provide relevant experiences.

What are the aspects of approaching the ideal best practice that will seem wrong to your organization?

New processes automatically create powerful critics, because they are so different from the way the company has proceeded in the past. Since your business is still operating, you and your colleagues probably consider yourselves a success. In fact, you may attribute some of that success to things that this process will change, and you may well be right in that assessment. What you need to determine is if this process will allow you to be even more successful.

Clearly identify the areas that violate your instincts for rigorous testing with the most difficult problems you can find. Include people who are most critical of these ideas to help evaluate the effectiveness of these challenged portions of the practices. Be careful that you conduct your experiments well so that the new practices have a chance to show their benefits.

Keep repeating the experiments until you have at least one significant success. Then you can begin to properly evaluate what you will gain and compare that with the difficulties of making these changes.

Because of the geometric advantages of being better aligned with irresistible forces, a little improvement in alignment greatly outweighs a lot of cost and difficulty in getting there. You'll probably decide to go ahead with approaching the ideal best practice elements that originally created discomfort. That's the right thing to do unless the deck is hopelessly stacked against you because the CEO, for example, doesn't have an open mind.

Naturally, if you still believe in the new approach, you can practice it privately, even if no one else agrees. The good ideas you generate will run circles around the alternatives.

If you anticipate strong resistance to introducing a major program, you are then wise to use careful questions to trigger the needed changes. The questions allow those who hear them to have new insights that change their minds.

Feel free to use the questions in this article as a starting point, and rephrase them so that they will have more relevance and meaning to your operation.

What are the aspects of approaching the ideal best practice that will be most difficult for your enterprise to implement?

The answers to this question will vary greatly from organization to organization. For some, it may be operating in a more openly communicating environment. For others, it may be generating always-win options. For still others, it may be seeing heightened opportunity in the face of every change.

Whatever your answers are, you'll need to provide the most support and practice in these areas. Be sure to measure how you are doing so you can help your organization see how it is doing, and how it can improve.

Make Implementation of Approaching the Ideal Best Practices Seem More Like Play Than Work

Companies do better at dealing with a new process when they are playing than when they perceive themselves to be "working," "learning," "studying," or "being lectured to." By turning the process into "play," you can unleash more interest, creativity, and effective thinking.

What forms of play does your company enjoy the most now?

In this regard, you can consider what games people in the firm like to play now. Is there a company softball team, or do you have competitions to name new products? Particularly note if these are team or individual games, and see which ones create the most happiness and satisfaction.

Some games create more frustration than happiness. Avoid those. For example, golf can be like that for those who overly focus on the score, rather than the fellowship and surroundings.

What forms of play are the most useful to helping your enterprise succeed now?

Almost all businesses have held development conferences, seminars, training sessions, picnics, or family outings. Ask others in your company which such group activities worked best, and what each was good at accomplishing. This will give you ideas of formats for the play you wish to install.

How can you change this process to make it like the kind of play that will work best for your people?

If your company makes bowling equipment, chances are that many of your employees have an interest in bowling. You can start by reframing the process to use bowling examples.

You can then organize how your teams work so that the idea generation alternates with some time off for bowling. You can put names on bowling pins for the irresistible forces you are considering, so that people can take turns knocking them down for the benefit to their score. And so on.

In each case, just ask how it is going. Watch whether people are happily engaged or not. Listen to what the people are saying. Be sure they are really having fun, and are thinking and learning while playing. If you are not having much luck, let those who will be doing the thinking pick their own forms of play. They will think of something they know they like better than what they have just been doing.
About the Author
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at

http://www.2000percentsolution.com .
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