Greetings from Boston, MA.
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Jonas was perplexed. “Maybe I do have the wrong heads working on the problem,” he admitted. “But, if I have to get involved, what do I need them for?”
“That’s an excellent starting point,” I replied. Jonas looked puzzled.
“What do you mean?” he asked.
“What do you need them for?” I repeated his question.
“Well, they’re, they’re supervisors. They make sure the work gets done,” Jonas concluded.
“And are they getting all the work done in each of their areas?”
“Yes, but it’s just not coordinated. There isn’t a system.”
“So, who is in charge of the system?” I queried.
“Well, no one, really. They are just supposed to get together and figure it out, but they don’t communicate. It’s really a communication problem.”
“So, who is in charge of the system?” I asked again.
Jonas stopped. Then slowly spoke. “Well, no one, really.”
It sounds like Jonas is not looking at the big picture and coordinating the “system”. Once he does that, everything else should fall into place better. This would also allow him the ability to “tweek” then system accordingly for optimum results.
The questions you ask definately make the light bulb turn on!
I think Jonas should mett with everyone involved with “The System” and get as much input and feeedback through stratigic questions. He should then utilize this information in the best way possible to create a comprehensible process that everyone can be most efficient with each of their skills.
Just my opinion.