We tend to solve problems by breaking them down, prioritizing the issues and tackling them one by one. Such piecemeal fixes only address the symptoms but not the underlying causes that perpetuate the problem. In fact, the solution for one problem often creates other problems. For example, to improve our financial performance, we cut budgets.
People start to feel frustrated and demoralized; productivity drops and performance worsens. The way to break free from this vicious cycle is to adopt a system-wide perspective and change the context in which your actions are being taken.

How We Normally Solve Problems

Our language shapes our perception.
How a situation occurs, arises in language. Most people don’t realize the profound impact of our language on our thoughts, feelings and behaviours. Language is much more than our spoken/written words. It also includes our body language, tone of voice, facial expressions, and other forms of self-expression.

The Three Laws Of Performance: Law 2

Any change initiatives to address the problem backfires because the perception of the people stays the same.
The first step toward transformation is to acknowledge your reality illusion, i.e. realize that you’re not seeing things as they are, but simply as they appear to you.

What You Resist Will Persist

Future-based language transforms how situations occur to people.
People who are unwilling to change their views will have a negative outlook on life, as they expect things to stay the same.
<ul>
<li>Descriptive language describes past events, issues, data etc. It’s useful for looking backwards to spot trends or to analyze what happened.</li>
<li>Future-based language (or generative language) can be used to craft a totally new vision that replaces the default future.</li>
</ul>
You can’t paint a new future if your canvas is already full. You need to create space and ideally start on a blank page.

The Three Laws Of Performance: Law 3

What’s “unsaid but communicated” tends to have a much bigger impact on our performance than our spoken words. Our unspoken assumptions, fears, doubts, hopes, expectations, regrets, etc. affect what we consider to be possible, important, relevant, or appropriate.
To change your future, you must first change your language.

Altering Our Language

Our perceptions shape our performance. How people perform correlates to how situations occur to them. Your actions will perfectly match the way you see a situation. The facts don’t matter as much as our subjective interpretation of those facts.
This law explains why people behave the way they do and sets the foundation for the other 2 laws. How a situation “occurs” to you depends on:
<ul>
<li>How you interpret the past, or why you believe things are the way they are now; and</li>
<li>What you expect in the future, or the outcomes you expect from your current actions.</li>
</ul>

The Three Laws Of Performance: Law 1

Many executives suffer from lagging sales, declining employee morale and other problems. These issues often arise because they don’t know how to fix them. They just try some things out, but those solutions only work for a while before another problem arises. 
To truly change your company’s dynamics, apply the Three Laws of Performance: 
<ul>
<li>Don’t blame employees or products; </li>
<li>Focus on goals rather than methods; </li>
<li>Think in terms of systems instead of events.</li>
</ul>

Fundamental Organizational Change

How do companies –– in different countries and industries –– all achieve breakthrough performance when the odds are stacked against them?  The answer: By applying The Three Laws of Performance and thereby re-writing their futures.  Authors Steve Zaffrron and Dave Logan crack the code on rewriting the future for people and organizations, elevating performance to unprecedented levels.

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable. Brand-new Introduction written for the paperback edition Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others Two experts in the field show how to make major transformations happen The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.

problemsolving

Problem Solving

books

Books

leadershipandmanagement

Leadership & Management

A proven system for rallying all of an organizations' employees around a new vision and ideas for making the vision stick When something at work isn't going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. The authors show that it's in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable. <ul> <li>Brand-new Introduction written for the paperback edition</li> <li>Filled with illustrative examples from Northrup Grumman, BHP-Billiton, Reebok, Harvard Business School, and many others</li> <li>Two experts in the field show how to make major transformations happen</li> </ul> The book outlines a process for engaging all employees to buy-in to an improved vision of an organization's new and improved future.