This week I started a short video (in German) about the 3 key features of CRITERIA and a few more videos in German and English (!) will follow soon to complete this important topic. I´ll keep you posted!
Setting criteria, especially the “right” (or matching) criteria is important for reaching the goal and solving the problem. And goal-reaching presupposes your action on the right consequences. You may ask yourself now: “WHAT IS a criteria?”
Wikipedia defines criteria s follows:
a relevant feature or characteristic for the selection of PEOPLE or ITEMS (objects, items, features, traits and topics) for decision making.
Setting criteria needs a specific talent:
one has to differentiate between various options and a differentiation requires the ability of discrimination (!). The latter is assisted logically. Furthermore, the perception for general discrimination leads to a cultivation or accumulation of mental and intellectual limits, with the result of a contrast.
Now remember that all items and objects with all their qualities only develop and form because it´s us who create and take such differentiations.
Read the following examples about what criteria “means”, some are probably familiar to you:
A) The RECRUITMENT of the next Top Model (you might saw or even followed a TV-series about it)
– how does it start? With the basic criteria or precondition, like:
…. a few relevant features and characteristica to “select a few people” from a big group. Specifically it means: you look for many young women or men with a certain height (1) and size (2) and figure (3) and a pretty face (4) to pre-select those you like most ….. to work with! = PRECONDITION
Afterwards the first selection the whole process starts! You need to add and train them the “extras” which they will develop over time, to allow comparing the individual talents. In the end, they reach a new state (the prospects are skilled now) by a special quality, condition and skill. That new state allows you to select the best talents (models) who suit your show and agency most! = REQUIREMENT
This requirement-process ends by your satisfaction! Once you agree to what exists now you end the process and you make final decisions.
B) Imagine you worked for KONICA in the past years and at some point, when sales of copy machines dropped the board discussed the improvement of the product “copy machine”.
PRECONDITION: a copy machine which already works well and which was sold on the market.
REQUIREMENT: a new copy machine with extras to differentiate from the other devices on the market! You brain storm and end with the following extra-items: add a “scanner” function, add a “scan and send as email”-function, add “copy on both sides”, add “group chapters” and add a “punching” function.
On top you can offer the new copy machine in different colours! Your most luxury one could be completed with “black piano finish” and might have an integrated radio with 3 – 4 speakers. The different colours can be argued to match to the individual interior of each office design….
C) You need to react to change on the market and re-design a team at work
The reaction to a product or service from your company changed in the past months and you need to re-design one special team at work.
PRECONDITION: a team which has accomplished quite some success in the past, which you know for quite some time and which you can trust.
REQUIREMENT: adding new skills or maybe new people to the team (maybe exchange 1 team member). The probem is that the team in its current constellation cannot react well anymore and they will have to perform poorly. That´s a risk which shouldn´t be ignored! You need to react, fast. You start this process by making notes about each team member with their education, talents and skills and then draw a new abstract team on a white board, adding the new tasks, and sort them to the required education and new skills. Then you check how many 1:1 matches you still have in the team and how many you can keep when adding extra education or some new skills. How many are left which won´t fit-in anymore? You have to limit the team –
All that is called CONTRAST-accummulation, which equals a limitation-accummulation! First you widen the space for improvements and end this improvement process at a certain point (of e.g. “5” new features for copy machines) to be satisfied.
For copy machines & top models it allows existing and new customers to choose what they prefer! Either when choosing a top model for a magazine photo-shooting or a new copy machine for each of their department or location. As for the new team, the team leader will have to choose who needs to be in and who might have to leave. As a decider you need to set criteria to deal with change!
To watch the German video, pls. click on this link: Basispunkte zur Kriteriumserstellung I hope this blog-post did help!
Let me know and please leave a comment…..
BE A DECISION MAKER. BECOME OUTSTANDING.
rita jaskolla – Leadership Architect –