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The Key to Winning
works because it is teaching a new "perspective." With this new
perspective, individuals and organizations are able to have much
more agreement with their decisions and solutions than they could
before.
Our perspectives consist of the ideas and perceptions we form in our
minds in response to our experiences. These ideas and perceptions
form points of view about ourselves and the world around us.
Perspectives act as filters on what we perceive and they often
affect our behavior. Perspectives also have a very powerful effect
on the information and solutions that come to mind.
For example, a person with a teenage perspective might bring to mind
a teenage solution for a problem, while a person with an adult
perspective might bring to mind a very different solution for the
same problem.
In 1997, we were looking for a solution to the interpersonal
conflicts that prevent true teamwork when we made a surprising
discovery.
We discovered that the perspective that people commonly use when
they are creating solutions will often prevent a solution from
coming to mind that everyone involved can wholeheartedly agree
with.
When people are not like-minded (which is often the case), a
compromise is usually the best solution we are able to bring to
mind.
The tendency is to think that it is the diversity of viewpoints that
is preventing us from coming up with a solution that everyone
involved can wholeheartedly agree with.
We discovered that it's more often the perspective that people are
using when they are creating a solution that is limiting them to a
compromise.
A "compromise solution," as we're using it, is any decision or
solution that doesn't have the wholehearted agreement of the people
involved, or isn't truly a fit for the people it's impacting. If,
for example, an agreement, group decision or directive doesn't have
the wholehearted agreement of the people involved, it's a compromise
solution.
Because a compromise is often the best solution we've been able to
bring to mind, we've tended to lose sight of the value of
wholehearted agreement. So even in situations where wholehearted
agreement might have been possible, people have looked for and
accepted compromise solutions instead.
Because compromise solutions are so common, we tend to think of them
as a solution that people are truly in agreement with. But it's
often not the case.
People impacted by a compromise solution often agree to it, even
when they are not in wholehearted agreement with it. Usually they
are agreeing to the solution because in their minds it's the best
option available. But agreeing "to" a solution is not the same as
wholeheartedly agreeing "with" it.
Here's the problem. When people are not in wholehearted agreement
with a decision or solution that is impacting them, in most cases,
it tends to induce a measure of protectiveness.
The protectiveness that's induced can show up in many forms. For
example, it can show up as defensiveness or a lack of trust. Also,
it can interfere with people's thinking and performance, and can
sidetrack them from the goal.
In contrast, when a solution is truly a fit for the people involved,
it never induces protectiveness. So the solution is much more
effective.
Because of the perspective that's commonly used when people are
creating solutions, compromise solutions are common. In fact,
compromises are often valued, when the other option would be "no
solution at all."
But compromise solutions, by their very nature, do not result in
wholehearted agreement with the solution. As a result, they tend to
induce protectiveness in the people who are impacted by them.
Aware of the many problems that result when there isn't wholehearted
agreement with decisions or solutions, we formed a team in 1998 to
see if we could develop a perspective that could remedy this.
Initially, we were able to develop a perspective that could produce
much more agreement with people's decisions and solutions. It
required seven and a half years of additional development to perfect
it.
Once we developed the perspective, we wanted to make certain a broad
range of people could learn it. So we invested almost four more
years developing the program to teach it.
Now that this perspective has been developed, individuals and
organizations have a new option — the ability to replace
compromises and disagreements with wholehearted agreement. And this
changes everything.
For example, in 1998, we taught the perspective to Jean Harris (then
Vice President of Operations for Blue Cross Blue Shield of
Tennessee) and her managers. There were 700 employees in their
division. In just a few days, this new perspective turned the group
into a fully integrated team.
The extent of the transformation was so surprising to them, Jean
Harris said in her feedback to us:
This class
is outstanding! In a few days of training, it put me and my managers
completely on the same page.
During the next ten years, their meetings were
much shorter than they had been before, problem solving became much
easier, and their solutions were much more effective.
With the perspective, they were able to develop procedures and
policies that were much more of a fit for the people they impacted.
As a result, they substantially increased efficiency, significantly
reduced staffing, and maintained very high levels of employee
satisfaction.
Similarly, they were able to maintain very high levels of customer
satisfaction in an industry where customers were becoming
increasingly dissatisfied.
In truth, wherever there is consistent wholehearted agreement, it's
going to result in more efficient and effective operations. What
policy, plan or interaction wouldn't benefit — and in most
cases, benefit substantially — from the people involved being
truly in agreement with it?
Even long-standing problems can quickly resolve with this perspective.
An example of this is Dave's
success story. Dave was a software developer for a company that
made voice mail systems for hotels. Soon after he learned the
perspective, he was able to successfully resolve years of deadlock
between him and his company.
It's easy to think that it just wouldn't be possible to have
wholehearted agreement with decisions and solutions when people's
viewpoints are diverse. This is because it hasn't been a common
experience.
It's also easy to think that it just wouldn't be possible to have
wholehearted agreement in areas where it's been difficult to reach
agreement in the past. This is the perspective our students often
begin their Key to Winning Program with.
Participants quickly learn during the program that this new
perspective can produce wholehearted agreement where it wasn't
possible before. It's not theoretical. During most of the program,
participants are applying the perspective to their own business and
personal lives.
From these real-life experiences, participants are able to learn for
themselves that wholehearted agreement really is possible when
people's viewpoints are diverse — that with this perspective,
they really can wind up with wholehearted agreement instead of a
compromise or disagreement.
This opens an entirely new realm of possibilities for them. They are
able to dramatically increase the effectiveness of their
initiatives, plans, and other solutions by creating them from this
perspective.
Here's how one woman described her first experiences with the
perspective in an e-mail to us during the program:
I love The
Key to Winning! I was totally amazed by my experiences during the
week.
Last week I had great
interactions with all the people I practiced with.
Once participants learn the perspective, it
tends to reinforce itself because of the positive experiences
they're having. They're getting much more agreement than they
could before.
Here, for example, is feedback from graduates of The Key to Winning
more than a year after their program:
Since my training two
years ago, I no longer have to settle. I am able to come up with solutions that
everyone actually agrees with. Bill
Farber, Executive Vice President, Guaranty National Title Co.
This program is definitely not another
binder sitting on my shelf. I use it every day. Ronnis
Oher, Corporate Trainer, REO & Associates
Over the years a great deal of care has gone
into the development of the perspective and The Key to Winning
Program. We knew the discovery was important and we really wanted to
get it right.
The perspective and the program were redesigned several times and
then fine-tuned for years. As a result, virtually all of our
students complete the program with gains that are truly
significant.
Individuals in organizations are frequently concerned whether a
program is going to be worth their time. The way The Key to Winning
works, it would be very difficult for a participant to finish the
program without benefits that they would truly value.
For instance, here's an e-mail we received from a woman during one
of the development programs who was certain, beforehand, that The
Key to Winning wouldn't work for her.
I seem to be
having really profound awarenesses and, indeed, a real shift in my
frame of reference. Go figure! Larissa
Mulholland, Lecturer, Columbia College
Because participants are learning a new
perspective, there are many surprises during the program. For
instance, it's usually very surprising to them that in a difficult
situation — when they are the only one with the perspective
— they are able to bring to mind a solution that everyone
involved can wholeheartedly agree with.
Because of this ability, people with this perspective tend to have a
very positive impact on the people and environments they
influence.
For example, in the following e-mail, this student was surprised
that she was able to easily come up with solutions that were
satisfying for two other people. Also notice what a quick and
positive impact this new perspective was having on them.
At work, two
people came to me asking my opinion on how to handle a difficult
situation each was in. I made specific suggestions to find a way to
come to a solution that would make all parties satisfied.
(I actually
gave them some examples I thought might work.)
I could see
their expressions change from frustration and negativity
to ones of hopefulness and thoughtfulness.
In the case above, the participant used the
perspective for two other people. The management team at Blue Cross
Blue Shield used it for their division.
Wherever there is wholehearted agreement, it's going to result in a
better outcome. This is why a few people with the perspective can
have a very significant impact on a division or organization.
During The Key to Winning Program, students develop an understanding
that perspectives are fundamental to thinking — that when we
change our perspective, it changes the information and solutions
that come to mind.
When a person replaces a perspective with a more effective one, the
improvement in the information and solutions coming to mind often
produces a wide range of benefits.
For example, when participants learn the perspective that we've
developed — in addition to being able to come up with
solutions that everyone involved can wholeheartedly agree with
— they are able to communicate with others more effectively.
Participants also find that it's easier to solve problems with this
perspective. Thinking is clearer. Where all of the individuals in a
group have this perspective, like the Blue Cross Blue Shield group,
effective problem solving can often take a fraction of the time it
did before.
Also, once a participant has the perspective, it profoundly affects
how they and others work together. Sharon's success story is an example of how just one
person with the perspective can have a very positive effect on group
dynamics, even in a very difficult situation.
Another important benefit we see with this perspective is that it
significantly reduces or eliminates assumptions when people are
making decisions or creating solutions.
From the viewpoint of this perspective, when a person doesn't know
something with certainty, it is much more obvious to them. The logic
of this perspective is to fill the gap in information with reliable
information, instead of an assumption.
This new perspective reduces or eliminates assumptions at the source
— the person creating the solution. It significantly increases
the likelihood that decisions and solutions will have the effect
that was intended.
Overall, this perspective we've developed makes it possible to
achieve an entirely new level of efficiency and effectiveness. It
eliminates the many problems caused by compromise solutions and
disagreements. It greatly increases the reliability of information,
makes problem solving much easier, and has a very positive effect on
group dynamics.
Still another benefit to learning this perspective is that
participants can begin using it immediately. As the perspective is
forming during the program, new information and solutions are coming
to mind, creating better outcomes. Because of the new information
and solutions coming to mind, it's common for participants to report
substantial gains in their business and personal lives during the
program.
Probably the most important benefit we've seen from the perspective
is that individuals, groups and organizations can move ahead and
have gains without inducing protective responses.
These protective responses place limits on what we can achieve and
increase the resources we require to achieve something. They
increase assumptions and mistakes, affect enthusiasm and loyalty,
and often spark competing interests and agendas. They impair
thinking, the ability to be focused, and productivity.
These responses have been costly. For example, in the absence of
these protective responses, the Blue Cross Blue Shield group was
able to reduce the size of their division by 13 percent, maintain
very high levels of employee satisfaction, and build customer
satisfaction to an amazing 97 percent.
And they were getting these results even as the number of customers
they were servicing was growing rapidly.
Why does this perspective work so well? You can boil it down to
this: From one perspective, the solution we come up with is a
compromise. It's not truly a fit for everyone involved. From another
perspective, the solution we come up with results in wholehearted
agreement. It's a very different outcome.
Now imagine that key personnel in your organization have learned the
perspective, and are moving ahead using wholehearted agreement
instead of compromise solutions. Imagine the impact that would have
on your organization. |
