Brain Configuration & Problem Solving
Forget the right-brain/left-brain thing for a second. Things aren't so black and white, yin and yang, Ben & Jerry: People's brains are wired differently, and this wiring - or configuration is the result not only of an individual's genetic disposition, but also the way in which they choose to approach problems, develop solutions, and then learn from the experience.
This week, I have scheduled one-on-one meetings with different people to look at the exact same problem. These are all people who work virtually side by side in the same office, working with the same sets of problems every day, in a similar environment, shaped by the exact same corporate culture, and guided by the very same boss. Yet they all approach the same problem from a completely different angle - which means that the solutions they offer are also very different - which in turn means that the outcome each one engenders is radically different.
Where am I going with this? Absolutely nowhere. There is no advice at the end of this post. There is no concrete lesson to be learned here today. I am merely making an observation: Given the same problem in the same company in which everyone falls under the same set of hierarchies, rules, culture and expectations, each individual interprets the problem in his/her own way, offers strategies and tactics unique to their interpretation of the problem, and each will yield completely different sets of results even in the pursuit of a similar goal.
Personally, I'm a broad strokes guy first, and a details guy second. I tend to think in terms of overall goals, then take a huge step back, look at the entire landscape, put my hypotheses in place, and visualize what happens before breaking everything down to smaller and smaller minutiae. I don't build brick by brick. I deconstruct brick by brick, and then rebuild my strategy one step at a time, taking into account all possible causalities and contingencies - which doesn't take nearly as long as it sounds. (My noggin sports a state of the art biochemical supercomputer capable of running well over a million causality simulations per second - which comes in pretty handy at times.)
One of the people I met with this week looks at a problem's structure in such a radically different way that I have a very tough time understanding him half the time. He isn't wrong, mind you. This guy is super sharp. He thinks fast, talks fast, solves problems fast and moves on, and often leaves me feeling like maybe I'm not as smart as I thought I was after all.
But that's not it. I have a tough time following his reasoning sometimes, simply because our brains are configured completely differently. He speaks in numbers and percentages and concrete decimal points while I speak in patterns, causalities, and drivers. He looks at a problem as something that is fixed in time and space, while I look at a problem as something ever-changing and tactically sticky. I see problems as the tree and the forest. He sees it only as the tree, and the forest be damned. And he uses acronyms like rapid-fire weapons of mass destruction, which confuses the holy bejeesus out of me.
"So then, I added the BRT back into the PPS and multiplied the QSV by the remaining RJY to get my TKO percentage points back. Super simple, right?"
Um... huh?
Like I said: We speak a completely different business language, mainly because our brains aren't wired the same way.
He and I have similar roles within the organization and work side by side leading similar teams - which makes things interesting in terms of comparing our different styles and the way in which we reach our business goals. What is kind of fascinating to me is that we tend to choose completely different strategies and tactics - that are often diametrically opposed - but in the end, we're both right in our individual approach. Both business units do equally well. Both units kick ass...
... Which really forces me to give some serious thought to the old adage that there is more than one way to skin a cat.
I'm sure there's a management lesson in there somewhere. I'm just too tired to dig it up and spell it out today. ;)
Maybe it has something to do with favoring variety in your management gene pool as well as breeding operational flexibility into your corporate DNA. Maybe it goes deeper than that still. You decide.
Have a great Thursday, everyone. Welcome to a brand new month!