One of the complaints I hear again and again from most people in business is the amount of time that they waste each and every day in business meetings.

These are meetings where the truth is never told, where decisions are never made and where everyone plays along until the meeting ends so they can rush off to their next meeting.

It’s a very rare business meeting where one finds that there’s not an elephant lurking in the room.

My own experience has been that in nearly every business meeting the room is so full of elephants that there seems hardly enough room for those in the meeting. And, what’s more, the elephants are all naked!!

I’m planning to shortly publish an article called Elephant Spotting: The Art and Science of Spotting Elephants in the Room

DFQ:  In your next meeting, instead of paying attention to the ‘Agenda’,  you can see if you can find how many elephants there are in the room.

Click here and write ‘WOMBAT SELLING’ if you would like to receive a free ebook version of WOMBAT SELLING: How to sell by Word of Mouth.

WOMBAT SELLING is a completely rewritten and updated version of NewSell, first published in New York in 1984 and then in Australia in 1990. It became required reading for any businessperson. It exposed the dirty secret of traditional selling: that we actually have no way of knowing how to close the sale!

In any situation, thinking involves two basic processes:

escaping from your current view of the situation, and

searching for a much better view of the situation.

ESCAPE + SEARCH = THINK

The Current View of the Situation (cvs)
can never be equal to
the Better View of the Situation (bvs)

(cvs≠bvs)

Escape from your cvs
and search for a bvs!

(cvs2bvs)

You can search for a bvs that is
ten times better than your cvs.

(cvs X10 = bvs)

ESCAPE

If we can escape from our current viewpoints, thinking patterns, righteousness and established ways of doing things–our CVS–we can then take a quantum leap ahead of our own experience and jump to ‘a much better way’–a BVS.

Kangaroo Thinking
Sometimes I call this Kangaroo Thinking because we can experiment and we can innovate in leaps and bounds.

Leaping

SEARCH

Search for alternatives, options and possibilities because there is ALWAYS a BVS!

There are always many, many different ways of looking at any particular situation. Whatever it is that we are currently doing, someone else, somewhere, is already doing it a “much better way”. Once we escape from the CVS–the current way–we can search for the BVS–the much better way.

alternatives
We can always change our perceptions–the way we look at things.
For more insights on this see also:
and

THINK

Thinking is a skill. To become proficient in escaping from your CVS and searching for a BVS (the much better way) always involves practice and repetition–at least ten times–if we are to build new cognitive patterns and acquire skill and virtuosity.

Repetition

“I used cvs2bvs quickly today when faced with a process problem. I was reviewing data recently transferred into an updated Risk Management Database which will be several days work. Instead of ploughing into it I used the cvs2bvs technique to generate a number of alternative ways of tackling the issue. I will admit I didn’t come up with 10 alternatives but I had several options to review. I estimate the small amount of time taken to plan the approach will save me at least a days work.”
–@cgd.vic.gov.au

The School of Thinking Dashboard for Thinkers is currently a single screen with the basic SOT brain software code.

Eventually it will feature all the SOT brain software, brain widgets and brain apps – the two switches, the greyscale bead, the XIO thought amplifiers and cybertime … all in one screen.

The purpose of the SOT dashboard is to give SOT members – “in a single screen” – a brainuser’s dashboard that can help them to make bad things good and good things better in their lives through the deliberate use of their SOT training.

Glass and Pipes

The SOTdashboard was inspired by a “glass and pipes” combination of two existing dashboards:

1.  NASA’s design of The Glass Cockpit used by the space shuttle orbiters,

and

2. the dashboard console of the Grand Concert Organ at Town Hall in Melbourne.


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Australia: (CAP) Career Acceleration Program

In Melbourne, Australia in 1970, Michael Hewitt-Gleeson designed the generic Career Acceleration Program (CAP).

This was a train-the-trainer technology, for converting knowledge into skill. In training CAP instructors, six principles were emphasised. To become successful trainers they had to master these Six CAP Principles:

1. Learning By Teaching:

Learning by teaching means that if you have to explain something to someone else, then you must have already learned to explain it to yourself. So people are encouraged to teach their skills to each other, to their families, to friends, and so on.

2. Knowledge into Skill:

Developing a thorough understanding and conviction of the difference between merely having knowledge on a matter and owning a skill of performance in it. The virtue of virtuosity. Understanding the strategy of practice and repetition.

3. Measurement:

Unless one was deliberately willing to trade off the necessary time and energy needed to acquire a new skill – that is, logging the hours of practice and repetition – the trainee could never expect to go beyond the knowing stage and reach a level of operating skill. This means focusing on the process and measuring it in hours of practice (HOP) and key performance indicators (KPI).

4. Commitment to Action:

The skills must be useful in daily life. To assist the transfer of skills acquired in training to real life situations, trainees designed specific “action commitments” on special planners including times, dates, places, etc.

5. Effective Follow-up:

The monitoring of feedback and measuring results were an important part of CAP. Checking to see if what happened was what the trainee really wanted. This became a continuous part of the process.

6. Reinforcement:

Noticing increments of progress in acquiring new skills and then recognising them in an appropriate way by feeding back information–cybernetically–for positive reinforcement (CPR) were fundamental principles of CAP.

———-

Military Training Strategies

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SOT uses two primary Scheyville Australian military leadership training strategies:

1. digital training and

2. daily training.

From 1967 through 1974 in Australia and South Viet Nam, Dr. Hewitt-Gleeson studied, as part of his military training and service, world-class Australian Army officer training in leadership, survival, confidence training, instructional techniques and military arts. He conducted further experiments while serving as an officer/chief instructor in the Royal Australian Air Force as a Reserve Officer.

As a result of this experience he designed CAP which was well received by trainees, trainers and educators for producing measureable results. Since then, continuous, focused development of the training technology in the marketing, business, and public training applications has brought its evolution to its current stage of development.