I remember, was it Kurt Lewin who said, there's nothing so
practical as a good theory to understand a situation in front of us?
But at the same time, you see, when we all have responsibility, and it's cutting-edge
pressure, and I'm sure it is in your role, too, it is difficult to step outside and
say, Rami, I'm going to understand your point of view.
>> Mm-hm.
>> My goal, my boss notwithstanding, Alan, I'm going to really listen to you.
And Dana, I'm going to be curious about you, even though there is no lacks in time
pressure, there is no lacks in the goals getting met, and
right outside is your boss waiting for an answer.
What happened in the meeting?
Fascinating isn't it?
>> I'm stuck by the time pressure that this group has.
They've got nine months.
Well, nine months is a long time.
No, it's not, if you got to coordinate all these activities.
>> Mm-hm. >> And it's very, very clear, Rami,
you pointed out that we use the side bars where the actor faced the camera and
said what was in their head.
Think about that, some of the most important information that was
given to us observing this scene wasn't given to each other.
It wasn't put on the table and talked about.
The one example that I'm thinking of is this is the opportunity.
Everybody sees the problems.
But the opportunity is to create a new product, and give these people a real
purpose, and something new to do, and a very exciting product for the first time.
And one of the actors, the CEO,
says, this is like jumping rope, and you've got to jump in at the right time.
I think that conveys a very interesting aspect that wasn't shared,
except with us, the observers in this scene.
So the question is are we really putting our issues on the table?
Are we really talking about them openly in a constructive way, in an open way,
as opposed to, I've been brought to this meeting because I'm supposed to
represent this point of view?
And if you just do that, you're going to see all the obstacles and
all the problems with why we can't do this.
Somewhere along the line, you do have to step back, just like in the bridge story,
and think about the whole system and the whole opportunity, in this case.
And what would it take for this to happen,
not all the things that will get in the way to prevent it from happening.
They seem to be focused on the obstacles, not the opportunities.
So that's one of the big things that I'm seeing when I see it.
And again, I'm struck by the fact that we are so trained in analytical thinking,
where we break things into parts, and we figure out the parts, and
then we try to assemble the parts into a solution.