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So often in business I have been thrust into 'impossible' situations. I have been well compensated for having a natural ability to cope with many strange circumstances, to remain unphased and sort things out. I have had difficulty though, persuading employers that this is achieved not only by quickness of thought and confidence, but also by expertise. This expertise is not necessarily that pertaining to a business, it is knowledge of systems.
At the start of my career I learnt to rely on types of thinking I had been scholled in : 'Structured; thinking and 'Lateral' thinking, were vital for me.
Later I developed a solid core of models, processes and approaches which can be useful in many situations. Things need to be challenged and methods used to move things forward. Is concensus, for example, such a good thing? Usually, yes, but not if it's a forced or false concensus;
if there are reluctant people who may reject the concensus immediately they are outside the meeting. There are other, alternative and more productive methods.
Time permitting, I will outline some of these approaches to mediation, modeling (both passive and active), QA, Communications Efficiency,
Lateral Innovation and others, here at this page.
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