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02.08.08

What to Do When Things Go Wrong

When things go wrong, we often begin by asking ourselves the wrong questions like “Why is this happening to me?” In QBQ, John Miller writes that “our first reactions are often negative, bringing to mind incorrect questions. But if in each moment of decision we can instead discipline our thoughts to look behind those initial questions and ask better ones (QBQ’s – the Questions Behind the Questions), the questions themselves will lead us to better results….The answers are in the questions.”

When a problem (or a challenge is you prefer) arises, we start looking for some control of the situation. The problem is, we quite naturally begin by looking at those around us and ask the wrong types of questions like “why?” and “who?” The wrong questions take away any control of the situation we might otherwise gain.

In LeaderShock, Greg Hicks suggests that we look for meaning in the situation first. Ask self-revealing questions like:
  • What does it say about me that I have this problem—about my practices, my departmental policies, my relationship with customers and staff?
  • What can I learn from this?
  • How can I make this situation useful to me and my employees?
He adds, “You’re on shaky ground if you attempt to fix a problem without first understanding what it means to you and your organization. By looking for inherent meaning, you open a rich treasure chest of valuable gems that lead to new information, insight, and opportunities.”

John Miller stresses that the right questions contain an “I” and not “you,” “they,” and “them.” “I” questions lead to action. “Questions that contain an “I” turn our focus away from other people and circumstances and put it back on ourselves, where it can do the most good. We can’t change other people. We can’t control circumstances and events. The only things we have any real control over are our own thoughts and actions. Asking questions that focus our efforts and energy on what we can do makes us significantly more effective, not to mention happier and less frustrated.”

Posted by Michael McKinney at 10:28 AM
| Comments (2) | TrackBacks (0) | Personal Development , Problem Solving



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I was faced with a situation recently similar to what you described. I had floor plans for office renovations approved with conditions by my administration. I had doubts about "Plan B" and tried to figure out how I could go about properly, to change that. In the process I created confusion and ruffled some feathers. I was faced with another meeting with the 2 stakeholders. What I learned was to admit my mistakes, make apologies where needed, but not necessarily back down from my intended goal. It worked. Sometimes it's not what you are trying to accomplish as it is how you go about doing it. But we tend to give it all up when there's a confrontation. That doesn't always need to be the case.

Its really about the Right Behavior at that critical moment. First, we must "learn to listen". Then, shock or what I refer to Unconsciousness arises if we can't "maintain composure." This is where our Emotional Intelligence comes into play. Can we "listen" without knee jerk reactions. It ultimately is about our human behavior. How we interact with other people. Its the Stimuli/Gap/Response that Steven Covey cites. We can choose how we react. Calm, Considerate, Concerned, or "knee jerk". Often this happens in a few moments/seconds and it is our reaction which either makes the situation better or worse from the get go. Afterwards, its about our committment, results, dependability, consistency, integrity, character in how we follow up on the matter. 1. Do I really understand what I was just told and what is my response really conveying to the person/persons around me. 2. How did I react to those moments. 3. Did I follow up on the matter effectively. Now, if I blew up or just gave a knee jerk reaction, what did that person really observe or hear.

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