What is a paradox?
A paradox is a statement that apparently contradicts itself and yet might be true (or wrong at the same time).
This is a paradox! 
As we discuss the leadership skill of PTO we have an interesting paradox or contradiction …
PARADOX: On the one hand we are promoting and teaching thinking skills and individual sovereignty and the right of individuals to think for themselves. On the other hand, we have a leadership program which teaches the leadership skill of “Peel The Orange”, which is the skill of being able to carry out appropriate instructions, without question, on command.
So, are you ready for your first orange?
DFQ #14
Think carefully and demonstrate your clearest thinking skills to peel this orange:
Resolve the PTO paradox in 111 words.
The concept of “Peel the Orange” style training and a thought process looking for better solutions does initially appear paradoxical. However, it would not be possible to consider looking for a better view of the situation if there wasn’t an established mechanism to trigger this requirement. To embed this trigger we need to learn and practice through repetition how to “peel the orange” so that it becomes a reflex action. After learning and teaching by numbers as a “real” situation is presented to us we automatically react, it becomes a skills based activity that does not require cognitive thought to initiate. This way we will always look for the better solution.
Life is all about paradox what is fits in one set of circumstances does not an another. If soliders wanted to do a GBB on a battefield command life may be very short, yet a GBB during R&D on a piece of military equipment may provide a better result.
The circumstance determines the appropriateness of the choice.
As thinkers or even more as leadership thinkers we must to do decisions or to resolve problems every day. It can be decisions that are not to please for a thinker but necessary. Maybe there is no time to search BVS or maybe there is no alternative way. Then a thinker peels the orange – does the necessary things he must.
Thinking in this way PTO is a very useful implement. It allows a thinker to do decision without flouncing.
PTO is not a thinking skill.
PTO is a discipline skill and it is a vitally feature for a skillful thinker.
A paradox in general terms is caused by two separate contexts existing under one scenario or greater situation.
In this situation we have a very clear framework and set of instructions for executing the task yet the content is derived though individual thought. The paradox is that the request specifically asks for a non-PTO activity.
The trainer is asking us to do the process, but not telling us what to think. Each student will got through exactly the same process and output something that looks similar, but may be different in its content.
The point of this PTO is to define when to think (strategize) and when to execute the strategy.
Different thinking under different circumstances.
Judgment is not all the same.
The PTO paradox cannot be relevant in all situations, there are times when you are able to sit and talk and discuss a BVS and there are times that require quick judgements.
For example the orange principle is great for the army because of the many challenges faced in war. you do not have time to discuss the best alternatives because that time could mean life or death.
When in a work environment you can take advantage of time and discuss and list better alternatives ideas strategies etc.
So the relevance has to depend on the circumstance
I think the paradox is wrapped up in what I consider “situational morality’ eg: I was brought up not to steal….. however, I have never been in a situation where someone I love is starving. How do I know I wouldn’t steal food if my loved ones faced imminent death from starvation?
To join the pipeline and PTO in siutations of extreme danger with little time for negotiatioin (war, etc) as a team you need cohesivness, trust, faith and hope. You as a team member have committed and accepted a BVS from the leader… thus accept to follow through. Having variations and diversity in these situations will result in disparate outcomes.
In less serious situations you either accept the BVS considering your own value judgement, or reject it and fallout from the pipeline.
An important quality of a strong leader is the ability to be a team player, even if he/she is not assigned as project leader. A team leader understands that the success of the project is dependent on the team effort of each of its members, irrespective of how simple or insignificant the tasks. It is equally as important to give clear, concise instructions as it is to accept and execute instructions concisely and without question. In a life and death situation there’s no time for questions.
Therefore the paradox doesn’t really exist. If the task requirements and the results are clear the team leader gets on and does the job effectively.
If you decide to follow a pipeline activity, all the thinking/issues/concerns have been worked out before you enter. Once you enter you do everything you can to stay the course, without re-thinking/revaluation you just PTO until you leave the pipeline.
Although the goal is quite explicit within the request to PTO there is still scope for individuality in terms of what technique to use, what instruments to use, how and where to start and when to do it.
I see PTO as not to dissimilar to business & life where we often need to operate within constraints to get a task done.