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.
There is always a different way to do a task. It is interpretation of outcomes which decides who has the best approach or technique. Objectives are (generally) designed to move an organisation forwards and necessitate instruction of people responsible for on-the-ground work, but there may be numerous ways to get the work done. PTO seems to promote being resourceful and self-reliant in order to execute instructions. This involves the best efforts of thought one can produce while under pressure. Leadership values resourcefulness and can be enhanced by reflecting upon how well PTO worked. This offers assessment of how the thinker performed and identifies possible alternatives when approaching the task next time.
You can peel the Orange in whatever way you want. This is the right to think for yourself. Individually
The act of peeling the orange is the carrying out of the action.
The instruction is to peel the orange. It does not state how to peel, just to peel. Peel with a knife, with fingers, using teeth. In a sprial, in sections, in random blobs. The individual choice is yours.
So it is not a paradox at all, but two separate steps of the same process. Use your individual thinking skills to act within the instructions, without question on command.
Life is full of paradoxes. The rigt approach is completelly context dependent – i.e. ther is never a right approach – only one that works in getting to outcome. So rather than solving the paradox, we really should learn to live with it.
PTO is an ctivity we have already agreed to by commencing the course . The orange represents each sepereate task that must be accomplished to reach the end of the pipeline . The way we peel the orange is down to skills and commitment but if the orange is in the pipeline it just has to be peeled .
I think it pertains to a leadership trait of avoiding the stagnancy often associated with accepting a new task. The leader must appear resolute, confident and determined. Anything else would be to feed PTO responses to the new task like it is too hard etc etc. The leader gathers his subordinates, delegates tasks and begins the process then deals with how to overcome. Once the person offered the task of peeling the orange accepts the task, the PTO exercise is over assuming the rest of the task will be completed as instructed.
But that was only half the task of the paradox. The rest was doing it in 111 words! YES?
The solution to the paradox is:
Peeling the Orange is delivery of a standard task in the standard way. Much like a Standard Work Procedure. A skilled person is able to do this task in “remote control” without thinking. However, we don’t want that because we live in a world full of variation and the task will not necessarily be exactly the same every time. We want the person to be constantly looking for any variation, defect or opportunity for improvement. If there are none of these then the task is done as per the standard.
If the person identifies a defect or opportunity it is time to stop and think.
There are times when both aspects of this dilemma are appropriate. As with the learning you discussed around School, sport, business, military. For example, when people are using explosives the method/procedures/etc are inflexible and need to be for the safety of all concerned. However when peeling a banana for example it matters little whether it is done head to toe or vis-a-vis. So when requesting action or giving orders, the method of delivery can enforce compliance or invoke flexibility.
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Kanjani
PTO; a task performed at a point in time in response to a set of circumstances or as part of a greater plan. Trick is to ensure correct PTO is applied to correct circumstances or that execution is correct in terms of the plan, thus leadership is in directing the appropriate response to the circumstances at the time.
Leadership ensures that the team is equipped with the correct PTOs for the circumstances that they will encounter and for the correct execution of the plan. Plan B required if things do not go as expected, unforseen events should have a PTO response to the point where the plug is pulled and the team bail to regroup and start again.
The key for me is the range of leadership skills we have at our disposal and when to use each one.
At times, a leader will need to use other skills such as consulting, coaching, mentoring, facilitating and chairing to get the best out of individuals and teams. These skills would be important when managing change.
There is a time and place for leaders to use the PTO approach. When instructions need to be followed and tasks completed in a consistent and high quality manner, then PTOs are the way to go.
Most importantly is the leadership skill of communication so that individuals or teams are clear when you are using the PTO approach.
I think the paradox can be solved by considering the PTO as a process rather than a specific task. If we can tackle a problem in a reflex manner whilst applying individuality to the solution then an individual can fulfill both objectives.