The Devil Is In The Details — How many times have you heard or spoken that expression? When working with problems,frustration ranks high on the list of emotions you experience. So, you need to understand, first, what kind of problem you face. An existing problem that you want to fix requires analytical skills that rely heavily on collected, historical data — for example: "educational reform." However, a problem or a challenge that looks to the future requires strategic synthesis-skills that rely heavily on questions, images, and outcomes.



Strategic synthesis-skills are the less practiced because people are more concerned with fixing the past than with creating a promising and challenging future. To move forward quickly, consider the following challenge-for-the-future statement:

At Corporation X during a new division creation, developing a web site engages employees.

Included in the statement of fewer than 20 words, notice a location of the challenge, a time frame in which the challenge occurs, an identification of the challenge, a stipulation of destination to be achieved, and an establishment of the people who will be involved in accomplishing the challenge. [For those wondering about the 20 word limit — it is the maximum that the brain can handle without getting sidetracked into a range of variations on the theme. Allows the brain to focus sharply.]

With the challenge statement in front of you, the desire to create solutions quickly and convince others of your wisdom tempts you mightily. Above all else, resist until you have raised a considerable number of questions that will move you ever so quickly toward the ultimate HOW question — How do we achieve "this"? Select a particular component in the challenge statement. Begin to develop a set of questions you want to answer regarding that component. For example, take the time frame --— "during a new division creation." Questions that come to mind include: at what points in that creation, during what events in that creation? Do not permit yourself to deal with answers at this time.

When you hit a mental block, move to another component. Consider the destination of "engages." Here you might ask: What kinds of engagement are desired, What are the characteristics of those engagements, What training will be needed before engagement can truly occur, What results are desired from those engagements? Keep asking until you believe you have all of the questions asked that occur to you. Still no answers permitted.

Apply the questioning technique to the remaining components. You should see the big picture emerging. You may even get an image or a picture of what success will look like when you get there. When you are finished with the questioning related to each component; when you sense no blocks, hurdles or obstacles; or when you are empty or drained of the need to ask — you are now ready to ask the final question. "How do we achieve all of this?"

The answer or answers to this HOW question reveal the process for taking the trip from point of origin to successful destination. With the "questions asked" functioning as a navigational guide, you will not take a Sunday drive toward a solution. You, however, will be able to do the necessary map-making. Then, you will take a purposeful trip with the exploratory stops identified, rest stops established, the possible detours defined, the hurdles prepared for, and the destination anticipated. You will reach your destination and recognize it when you get there.