Professional Reference Shelf

Topics

1. The Key Is Listening to Your Customers
2. How to Run Effective Meetings
3. Top Ten Faults of Executives
4. The Ten Most Used Excuses in the Workplace
5. Ten Commandments for Losing

An article in the New York Times (reprinted in the Detroit Free Press, p. B1, January 3, 1993) states that a major reason consumers have defected from purchasing automobiles from G.M. is because they compare the key entry system and the key ignition of the G.M. car with that of a Toyota car. The G.M. cars require two keys: one that can be used only for the car door and the trunk while the other one can be used only for the ignition. The idea behind this development is that you could allow someone to drive your car without jeopardizing the safety of the trunk's contents. In addition, the keys would work only if they were inserted right side up. The annoyance of such a system becomes acute when fumbling for the right key and right key alignment while trying to enter a locked car with a bag full of groceries, or a bundle of packages, which fall to the ground as a result of the fumbling.
     In the mid-1970s, Toyota introduced a single key that unlocks the door, trunk, and glove compartment and starts the ignition. In addition the key could be inserted with either side up. This innovation was followed by other Japanese auto makers. However, more than 15 years later, G.M. has yet to adopt the idea and is not even considering it, now or in the near future. This paradigm paralysis exists despite research that shows customers prefer a single key. This example is not the only time G.M. has been caught in paradigm paralysis and resisted innovation. Other examples cited were resistance to seat belts, air bags, advanced engines, and transmissions. We believe that the principles and examples brought forth in this book will develop a customer awareness along with a set of problem-solving and decision-making skills that will develop creative responses to customer needs.

Most problem-solving activities will require interaction with other people, either one-on-one or in group meetings. Meetings are essential tools for team problem solving. They should be carefully planned and skillfully run to realize the maximum benefit from them. The abbreviated list of guidelines shown below will help team meetings be fruitful activities rather than time wasters!
From: Robert R. Patton, Solving Group Interaction, Harper & Row, New York, 1973 and
Marvin E. Shaw, Group Dynamics, McGraw-Hill, New York, 1976.

• Prepare and distribute an agenda prior to meetings and stick to it.

  Meeting Agenda for 8/9/07

  1. Open Meeting

  2. Approve Minutes

  3. Comments from the Chair

  4. Committee Reports

  5. Old Business

  6. New Business

  7. Set Next Meeting

  8. Adjourn

• Start on time and end on time
• At your first meeting, introduce yourselves, and give a little background. Set the group norms and expectations (e.g., showing up on time for meetings, responsibilities).
• Appoint a leader who will inspire the group to high levels of performance and be an effective listener.
• State why the group has come together.
• Bring all your materials (such as problem statement, group notes, handouts, your work, etc.) to all the meetings.
• Keep the discussion focused.
• Be courteous, listen effectively
• Be careful with criticism, and criticize only ideas not people
• Encourage participation
• Have someone in charge of keeping the meeting on track.
• Appoint a "devil's advocate" to challenge ideas as they arise.
• Have someone take minutes to remind participants of decisions made, actions to be taken.
• Draft an agenda for the next meeting, identifying what is to be covered and who is responsible for it.

1. Failure to see other person's point of view - 68 percent.
2. Failure to show appreciation and give credit - 36 percent.
3. Failure to size up employees correctly - 34 percent.
4. Lack of leadership -24 percent.
5. Lack of frankness and sincerity - 19 percent.
6. Arbitrariness - 17 percent
7. Arrogance - 17 percent.
8. Failure to delegate authority 17 percent.
9. Indecision - 15 percent.
10. Bias and letting emotions rule - 15 percent.

Miscellaneous: lack of courtesy, sarcasm, jealousy, nervousness, losing temper, etc. - 21 percent.

^†"Tips on how to win, lose and not to excuse," by Bob Talbert, Detroit Free Press, February 9, 1995.

1. I forgot.
2. No one told me to go ahead.
3. I didn't think it was that important.
4. Wait until the boss comes back and ask him.
5. I didn't know you were in a hurry for it.
6. That's the way we've always done it.
7. That's not in my department.
8. How was I to know this was different?
9. I'm waiting for an OK.
10. That's his job - not mine.

1. Quit taking risks - play it safe.
2. Be content with what you are doing.
3. Before making any moves, ask what your predecessors would have done.
4. Rely totally on research and experts to make decisions for you, not your gut feelings.
5. Once you have a formula for success, never change it.
6. Always hide your mistakes.
7. Concern yourself more with status than service, more with image than production.
8. Concentrate on your competitor more than on your customer.
9. Put yourself first and listen only to yes men and women.
10. Have a "that's good enough" attitude.