What do you do? Adding to the confusion with ill-informed conjecture or unthinking 'actions' will only add to the chaos (see Like Trying to Change Tires On a Fast Moving Car!). The level of respect you have earned did not come by jumping to conclusions without understanding. You need to take the time to think before you act – to gather information, to analyze rationally, to comprehend, to understand – and only then to act responsibly, and not foolishly.
It’s your job to be an island of stability in an ocean of uncertainty. Before reacting, step back, block out all the craziness and distraction, clear your head, and think clearly. There is more than enough unclear thinking going on, enough reaction without any understanding, enough action without planning. Someone has to separate the wheat from the chaff; the important from the minutiae (see also Stop Picking the Flyshit Out of the Pepper!). Someone needs to develop and propose a thoughtful plan of action that recognizes what needs to be done, understands the potential consequences, and proposes a reasonable path to achieve the goal. It’s your job to be that person!
So how do you go about this? How do you ensure that you’ve thought things through carefully but expeditiously; that you’ve taken the right amount of time to think? Different people approach this process in different ways. There is not one right way to approach this, but there are many wrong ways.
Your approach should follow the normal process of examining a problem and proposing a solution. Think through the what’s, why’s, where’s, when’s, how’s, who’s, if’s, and however’s.
What’s: What are the problems? What are the possible approaches to the problems? What are the best approaches to the problems? What are the possible solutions? What are the best solutions? What can best be done to implement the solutions? What needs to go right? What can, will, or is likely to go wrong? What are the ‘yeah buts’? What else needs to be considered? Etc.
Why’s: Why are these problems happening? Why aren’t the people currently involved unable to solve the problems on their own? Why will or won’t possible approaches and solutions work? Etc.
Where’s: Where are the problems coming from? Where do we need to be? Where will the solutions take us? Etc.
When’s: When were these problems first identified? When were they recognized as significant problems? When was the alarm raised regarding the problems? When do these problems need to be resolved? When can these problems possibly be resolved? When is too late? Etc.
How’s: How did we get into this situation? How can we best get out of this situation? How can we get there from here? How can we best help ourselves? How can others best help us out? How about this approach or another approach? Etc.
Who’s: Who is currently involved in the problems? Who identified the problems? Who caused or worsened the problems? Who can help? Who is needed to most quickly resolve the problems? Who else is needed? Etc.
If’s: If we try this (or that) possible solution, what are the potential consequences? If we bring in additional resources, will that help or hurt the situations? [See Brooks Law from The Mythical Man-Month: Adding manpower to a late (software) project makes it later. See also Too Many Cooks Spoils the Broth!] If we bring in this person or group, will that help or hurt the situation? If only …? What if …? If this (or that), then what? Etc.
However’s: What are the ‘however’s’ with any proposed solutions. Think through the consequences! (see Plan Based on What You Do Know, and on What You Don’t!)
How you best think through the possibilities is a personal choice. For me, my best thinking occurs in the morning in the time between waking up and getting up; it’s a time when thoughts come most easily, including many good ideas and opportunities for free thinking. Or when I go for a walk, preferably outside and alone. Or when I close my office door or post a ‘do not disturb’ or ‘thinking’ note by my cubicle. It’s at those times I can close out distractions and really take the time to think. Thoughts conceived during these times can be great, but can be fleeting, so it is critical to write them down. Have a paper and pad (or electronic device) handy so you can write your thoughts down while they’re fresh, or later, when you try to recall them, they may be gone forever. Don’t try to tell yourself you’ll remember. You may not!
You need to do what works best for you. Don’t rush your thinking process. It is a process, and it takes time to think things through properly. Think slowly and logically. Start to thoughtfully put the pieces together, and/or tear them apart. Think things through thoroughly. Think about pros and cons, cause and effect, actions and reactions, good things and bad things, etc. Don’t cave in to pressure. Take the time it needs. Moments taken now can preven major regrets, and problems, later.
If you find a process that is particularly effective for you, educate others in your process. More careful thinkers in an organization can be far better than more unthinking doers. Too many people simply react without proper thinking when an ‘emergency’ arises. Don’t be one of those people. Take the time to think!
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