The waitress came with the check, enclosed in one of those black leather book things. Since they were a table of 14, Ed was mystified as she unhesitatingly set the check down directly in front of him. He wondered: maybe, waiting table, you gradually learn to recognize groups from work, and then how to figure out who will be paying.
He looked at the check. A hundred ten dollars didn't buy as much pizza as it once did, but Ed was sure it was a good investment, and slipped a credit card into the black leather book. He leaned forward, to better see everyone. "I've got this," he said. "Why don't you all get back, and we'll reconvene at 1:30. OK?"
A chorus of 'OKs' and 'See you thens,' as chairs were pushed back and people arose. Marian remained seated. She leaned across the table to Ed. "OK if I ride with you? I have something…"
"Sure, soon as I pay this off."
After everyone left, Marian began, "I hope you aren't doing this pizza on your own."
Ed shook his head. "No, the company will cover it. Especially after someone figures out the answer on the way back to the office from here."
"You hope," said Marian.
"I'm sure it'll happen. It's the shower effect. You know, when it suddenly comes to you in the shower."
is often the key
difficult problemsWhen we work on a difficult problem, a sudden insight is often the key to the solution. By taking the whole group out to lunch, Ed has encouraged them all to put the problem aside, freeing them to stop working on it. And he hopes that that freedom will help stimulate sudden insight.
If we understand how sudden insights happen, and if we can make them happen sooner, we can solve problems faster and better. Here are some tips for generating sudden insights.
- You probably already know what you need to know
- Frequently, it turns out that the key to the solution was already in hand. Find new ways to look at the information you already have.
- Some of what you know is irrelevant
- Subtly clever solutions are often camouflaged by the irrelevant. Try throwing away items that you already know, and then examine what's left.
- The irrelevant often isn't
- Some of what you think is irrelevant might be relevant. Ask yourself, "What if this matters?"
- Abandon the usual approaches
- What makes the problem difficult is that your usual approaches aren't working. Try something completely different.
- Stop trying to solve it
- When you stop trying, you free your brain to stop using conventional approaches. This is one reason why the answer so often comes to us "in the shower."
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
- Mickey Kirksey (www.Trane.com), Trane, Inc.
- I keep a note pad and pencil beside my bed, because I normally have those blinding flashes of insight as I am falling asleep and if I don't write them down, they fade like a dream and I can't recall them.
- Another reminiscent thought from the same vein, when I was a service tech, and could not figure out the problem, I'd call my wife and talk about nothing for a while. Suddenly, I'd realize the solution. Once I said, "Hey, thanks." she knew I had figured it out and she'd say, "Bye, glad I was able to help."
Your comments are welcome
Would you like to see your comments posted here? rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- What have you learned today? What has enriched you, changed your understanding of the world, or given
you a new view of history or the future? Learning something new every day is a worthy goal.
- The prevalence of overwork has increased with the depth of the global recession, in part because employers
are demanding more, and in part because many must now work longer hours to make ends a little closer
to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.
- How to Make Good Guesses: Strategy
- Making good guesses — guessing right — is often regarded as a talent that cannot be taught.
Like most things, it probably does take talent to be among the first rank of those who make conjectures.
But being in the second rank is pretty good, too, and we can learn how to do that.
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are some
tactics for guessing.
- Virtual Clutter: I
- With some Web searching, you can find abundant advice for decluttering your home or office. And people
are even thinking about decluttering email inboxes. But the problem of clutter is far more widespread.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.