Category Archives: 06-Building a case

Identifying the logic and evidence support for a recommendation (for example using a logic pyramid to drive a story line), summarizing the message compactly and clearly (for example the “elevator pitch” version of the recommendations)

Constructing Your Message in a Logical Manner

Let’s say your manager has assigned you to a task to help solve an internal problem the company has been facing. You’ve been able to structure the problem and gather data. Now it’s time to use that data and convert it into meaningful information in order for you to present your case to your manager. How do you do that?

I came across some good tips on different ways to analyze information and create logical thinking to build your case. As we all know, the most basic logical structure is the conditional statement (“If you leave the European market, then sales will go down.”). Here are a few tips that might be helpful when constructing the way you want to communicate your message:

1. Converse statement: Just like the conditional statement, but reversed (conclusion, then premise). “If sales go down, then it was because you left the European market.”

2. Inverse statement: Original premise and original conclusion, but both are negated. “If you don’t leave the European market, sales will not go down.”

3. Necessary condition: A condition that must be met for a certain result to be achieved. “In order for sales not to go down, you cannot leave the European market. Therefore, entering the European market is necessary to prevent sales from going down.”

Although each statement nearly says the same thing, the message that is received from your manager can be very different. Think of it like the difference between the messages you’re trying to convey of “We need to enter this new market in order to drive sales” versus “If we don’t enter this new market, we will lose out on sales.” The latter creates the notion for a call to action for your manager, the former is merely a suggestion.

For more tips to sharpen your logical thinking, you can visit this link: http://www.techrepublic.com/blog/10-things/10-tips-for-sharpening-your-logical-thinking/.

Sounding Well-Spoken

A big part of my job requires me to put together and give presentations on financial results, cost-saving measures, strategy etc. I do not consider myself a poor public speaker, so it is perplexing to me that I often find myself in situations where I have trouble clearly & effectively communicating my thoughts to the group. I ran across a website that has an archive of various executive coaching tips. Among them, there was a short podcast entitled “Sounding Well-Spoken,” which gives listeners suggestions on how to better articulate themselves.

  • Performance improves after you’ve done something at least once. Think before you speak.
  • One minute of thoughtful planning, increases performance ten-fold. Even if you are walking to a meeting, it is not too late to prepare your mind.
  • Here are 3 questions to ‘think’ about before you speak:
  • 1. What idea am I trying to communicate?
  • 2. Exactly how many ideas are there?
  • 3. What would be good one or two-word labels for each idea?

By asking yourself these 3 questions before you speak, you are mentally preparing yourself, which should help you become more articulate.

Please see below for the link to the website:

http://www.essentialcomm.com/tips/execcoachtips.html

The Top-Down Approach to Critical Thinking

In this article, which I found on Business Insider, the author discusses how to be a more effective critical thinker and problem solver. He speaks about how after obtaining a position as a strategy consultant after his MBA, he struggled to solve problems quickly and effectively for clients. A mentor then coached him to “START WITH THE ANSWERS.” This advice that was very foreign to the author at the time. He struggled with this concept but his mentor taught him how to start with the basic structure of a problem they were trying to solve and then develop some hypotheses around that problem based on any given knowledge or prior experience. Then they would put the hypotheses down into a structured diagram with answers that tie to the logic of the problem they were trying to solve. The mentor noted that once they knew the structure of the problem and the possible solutions, they could plan the data that proves or disproves their theories.

This immediately made me think of Issue Trees; a concept I struggled with when first presented to us by Professor Noonan in fall semester. I felt that I could not come up with possible solutions before knowing all of the facts or researching all of the relevant information I needed to try to find the solution. But the mentor in this article also makes a good point that the key to this top-down approach to critical thinking is to not be married to the original answer but by having an original hypothesis or hypotheses, one can begin to focus the data that one collects regarding the solution, as well as begin to socialize the “answers” to illicit feedback and reactions, which can help to hone in on a real and viable solution.

 

Read more: http://www.businessinsider.com/the-better-way-to-solve-problems-in-business-2010-7#ixzz37IYQ5WMo

 

“Born to Run”

If you’re like me, you enjoy getting book recommendations, preferably non-fiction about real people, doing real things, in real places.  “Born to Run” by Christopher McDougall is just that and also has several parallels to MP concepts that we can learn from.  It begins with a simple subject of running and it’s impact on injuries and transforms into a fascinating story of McDougall’s search for truth and ultimately lead’s to his conclusion that running long distances barefoot is the key to health, happiness, and longevity.  From utlra-marathons to Mexican cartels, this book has a little bit of everything and is highly entertaining.

The MP concepts are evident throughout the book as McDougall starts with a simple problem, gathers information, build’s a case for his hypothesis, and then delivers it in a fun and entertaining story.  Here’s a link to an overview of the book from McDougall’s website if you’re interested in learning more about it:

 

http://www.chrismcdougall.com/book.html

 

Have you heard the one about the . . .

What do a joke, a fable, a poem, a lecture, and a commercial all have in common? They tell a story. Like a book you can’t put down (hopefully), these pleasures in life should be looked at as the textbook for how to create compelling stories in business.

Ad agencies learned this long ago. The formula to a great ad  is to tell a great story. Advertising is a vehicle for marketing communication used to encourage, persuade, or manipulate targets to make a move – whether to change behavior or motivate behavior it is meant to drive consumers. In business, when we present either internally or externally within our companies, why don’t we treat the circumstance the same way? Obviously we don’t want to manipulate others, but we want to drive behavior towards a desired outcome.

In an Adage article discussing 2014 superbowl ads, the analysts noted that, “The winners had one thing in common: a strong narrative . . .”.  At work, is this not the same? Those who dominate their pitches or sell in their ideas to top level management create robust narratives that string you along and bring you to a conclusion. We should all use this as best practice.  We should look at how comedians develop their content, or philanthropists, or ad executive. We need to get inspired, develop the content, and revise until we can tell the best story we can.

Humans are natural storytellers. In the HBR article, The Irrestible Power of Storytelling, blogger Harrison Monarth, hits the nail on the head by stating, “People are attracted to stories . . . because we’re social creatures and we relate to other people.” Business is about building relationships – with consumers, with customers, with coworkers. Storytelling is a natural outlet to connect and get others to relate to what you are talking about.

Whether you are in finance, marketing, supply chain, or any other function, the next time you are asked to present, try thinking of your presentation as building a story.  

Get inspired. Develop the content. Revise

Check out another classmate’s post on storytelling here.

What we can learn from the Declaration of Independence

What we can learn from The Declaration of Independence about the art and craft of structured problem solving.

This past weekend, as our nation celebrated the 4th of July, I took time to reread the Declaration of Independence. The document contains the most famous and precious words in American history, and arguably the finest articulation of the idea of natural rights ever written: “We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain inalienable Rights, that among these are Life, Liberty, and the pursuit of Happiness.”

I have long marveled at the beauty and power of the Declaration, and been fascinated by Thomas Jefferson, its principal author. This document provides a good example of 3 key management practice learning objectives: 1. Persuasive communication 2. Successful, real-world, problem solving and 3. An incitement to action.

1.  Making the Case Through Persuasive Communication

In the spring of 1776 Jefferson devoted much effort surveying the opinions of his countrymen to get their thoughts on American independence. He told one correspondent that he, “took great pains to enquire into the sentiments of the people on that head. In the upper counties I think I may safely say that nine out of ten are for it.” In terms of American political history, Jefferson was among the first to generate data from a survey of public opinion.

The ideas of freedom and liberty, which define the central themes of the emerging American republic, were commonplace in conversations, sermons, letters, and printed essays of the times. In drafting the declaration Thomas Jefferson said that his purpose was, “not aiming at originality of principle or sentiment.” Rather his intent was to, “place before mankind the common sense of the subject,” and to offer, “an expression of the American mind, and to give to that expression the proper tone and spirit called for by the occasion.”

Drawing upon the philosophers of the Scottish Enlightenment, Jefferson built his case on a contract between government and the governed that was founded on the consent of the people. Both poetic and practical, his arguments are grounded in the context of a story. The effect is a compelling narrative, even a romantic version of reality, which helped create an American identity.

Perhaps the most striking aspect of the document is the logical force and rational power of the arguments it presents, the most notable of which is the notion of self-evident Truths − Truths that are self evident by reason and definition and based upon assertions of reality. (The angles of a triangle equal 180 degrees)

Great writing commands respect. The Declaration is an excellent example of persuasive, evidenced based logic that shaped the course of history. Thomas Jefferson took the current American political ideas and put them into a form that the Colonists could read, appreciate, and understand. With the power of the pen, he articulated a new principle for the government of humanity: all men are created equal. He also ensured that from the beginning, the United States of America would be a nation based on the principles of rational thought.

2.  Creating Value through Real World Problem Solving

While Jefferson’s skill and abilities as a thinker and a writer were remarkable, he also possessed another important quality: the power to analyze a historical situation in depth, to propose a course of action, and shape the minds of the decision makers and legislative assemblies. The bulk of the declaration contains a list of charges condemning the actions of King George III, while creating sympathy for the American cause.

The main problems were subjecting the colonies to laws without representation and the increasing tyrannical abuses from the English system of monarchy. Jefferson provided a solution by focusing his structure on two important themes. The first was the concept of individual rights: ‘The God who gave us life, gave us liberty at the same time: the hand of force may destroy, but cannot enjoin them.’ Second, and equally important, was placing these rights within the context of popularly sovereignty, or the right of a nation to govern itself.

It was Jefferson’s ability to link the right to self government with liberty, both rooted in a Divine plan, and further legitimized by ancient practice and English tradition, which gave the colonists such a strong , clear, and compelling case for action. All of this led to a momentous decision. The struggle they faced was a daunting one.

3.  The Call to Effective Action

With forceful logic, evidence, and a sense of urgency, the declaration details the reasons the American colonists had to declare themselves independent, given their mistreatment at the hands of the British. Implementing these ideals would prove to be enormously challenging.  And, of course, England did not recognize or grant authority to the Declaration of Independence, and it would take a war of seven years to give validity and meaning to our founding document, but Jefferson’s efforts were essential for defining and legitimizing the new nation. With persuasive written communication, a logical framework for understanding the problem, and by proposing a  justifiable course of action, he won the hearts and the minds of the American people.

Great events in history are determined from all kinds of varied and complex factors, but the single most important one is always the quality of the people in charge. It all comes down to leadership. Two hundred and thirty-eight years ago our founding fathers made the sacrifices necessary to create the freedoms that we enjoy today. With the English language they gave voice to the unspoken hopes and aspirations of people everywhere. In the words of Benjamin Franklin, it was “the miracle of human affairs,” one that would result in “the greatest revolution the world ever saw.”

Full text of the document: http://avalon.law.yale.edu/18th_century/declare.asp

 

Sources that were used in the composition of this post:

Thomas Jefferson: The Art of Power by Jon Meacham 2012. Random House. New York

The Road To Monticello: The Life and Mind of Thomas Jefferson by Kevin J. Hayes. 2008. Oxford University Press.

American Sphinx: The Character of Thomas Jefferson by Joseph J. Ellis 1996. Random House. New York

A History of the American People by Paul Johnson 1997. Harper Perennial. New York

Benjamin Franklin: An American Life by Walter Issacson. Simon & Schuster. 2003. New York

Data credibility challanges impact all BI research

The posts concerning data credibility are absolutely spot on – but their relevancy doesn’t stop with challenges around hard data.

Reading through them, the observations that jumped out:

  • repercussions if the information is inaccurate
  • need to analyze and ensure the integrity of the data
  • shifting focus on going to the actual source of the data rather than applying a Band-Aid approach to the bad data
  • Chevron’s use of a process to ensure that the right decisions are made using the right information

All of these can be applied to the entire business intelligence process, including the identification, access and analysis of secondary information, including data.  Think about data you locate in industry trade publications, in Wall Street analyst reports, even in sources of market research, such as Marketline/Datamonitor, Euromonitor, or EIU.  You can’t just take the data for granted, assume that it is correct.  You need to question, probe and understand many facets, including the originating source of the data, methodologies around the data gathering process, the accuracy, integrity and bias of the source of the data (both original and published) which includes understanding something about the intended audience and purpose/motivation for the data creation/use as well.

And like Chevron, you must have a process (remember the  discussions around the necessity for “Planning the Work” and “Working the Plan” in your fall’13 MP class and the spring’14 BI workshop).  Having these in place provides you and your team with a framework that, if applied correctly, helps ensure that you avoid using bad data, using unsubstantiated insights for your analysis and recommendations.

Last Fall in MP, Professor Noonan introduced you to a few BI frameworks, and we briefly mentioned a few more in the BI workshop.  I am attaching more detailed discussions around 4 of these frameworks (what we are calling Business Intelligence Briefs) which speak so directly to your data credibility threads.

Business Intelligence BRIEFS-4_Information Gathering Plan Business Intelligence BRIEFS-3_Four Avenues for Gathering Intelligence Business Intelligence BRIEFS-5_Owners of Information and Motivations Business Intelligence BRIEFS-2_Five Dimensions of BI

 

Building Your Case Starts with Asking the Right Questions

The concept of building your case begins well before you gather all of your information. It is easy to fall into a trap of fitting your case around the information you gathered, however this can lead to many problems such as developing a solution to the wrong problem, not solving the underlying root cause of the problem, or even providing answers to the client that they already know. There are strategies that you can use to gather the right information prior to building your case, which in the end, will become your case.

When doing research on the topic of building a case, I came across some short but powerful tips that HBR has come up with regarding the topic. Here are a few tips that I find helpful:

  • Don’t’ settle for the first developed business case; explore alternative solutions
  • Get the impacted clients and employees involved
  • Ask questions to clarify what the client is asking of you
  • Ask “what” and “why” questions to expand on the client’s thought

Remember, all of these activities should occur well before you gather your information and develop a solution for your client. Neglecting any of these activities may cause your project to start over from the beginning or even lose the business from your client. For those who are interested in this topic, there are a few more tips that you can use to help build your case: http://hbr.org/tip/2012/05/10/build-a-better-business-case and http://hbr.org/tip/2013/03/01/use-questions-to-build-your-case.