Creating Your Great Group to Think Like a Top Genius IQ Person

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Wouldn’t it be fantastic to suffer an Edison or Einstein, or Mozart at your next meeting? If you had a genius at your meeting, do you guess you will appear up with better results? Let me be the first to tell you that those people won’t be at your next meeting. But there are some situations you can do as a facilitator - particularlly techniques and tactics that you can use with the council that will help them work better. In this news story you will learn some of the strategies of geniuses (adapted of Thinking Like a Genius IQ, by Michael Michalko in the May 1998 issue of The Futurist), and how to apply them within any group you are struggling with.

Geniuses look at headaches in a large amount of different ways
The key to this strategy is helping a group receive new perspectives. Often a committe gets “locked in” on one selected answer or cause. The goal should be to slow the group down and help them check at their situation from a variety of perspectives. Once a council has an initial approach, encourage them to stop and drive a new perspective - impel them to re-conceptualize the problem.

How To Do It
Once a group has settled in on an approach, encourage them to step out of the room. When they return, explain the underlying thought of seeming at the issue from a different perspective. Ask the group to list 3 or supplementary a larger number of perspectives that the situation am able to be viewed from. From that list, choose one for the group to reconsider the state from. (If the group is large enough have sub groups operate different perspectives.) The phase used in reviewing the situation from the new perspectives given that be as rigorous as the first analysis. Once the group has completed their reanalysis, have them look at all of their results. At now rate encourage them to make the best decision, given all the information properties hold at the disposal.

Geniuses make novel combinations
Sometimes geniuses don’t come up through new ideas, but combine pre&wshyp;existent ones to make desired advances.

How To Do It
Once a group has a variety of possible solutions (possibly by paying for some of the steps above), have them try to combine them, rather than simply select one. Spur them on with questions like:
• How will you do both A and B?
• How could you inflate the benefits of both A and D, while minimizing the risks?

Geniuses make relationships
This may be the genius’ record strategy of all, and one you can employ easily with groups.

How To Do It
Always have a few (or a lot) of disparate items on a list. At any period that a group is stuck, ask them to force a relationship between such a trouble to one of the items on your list. (You could also have pictures of the items, which should spur their creativity a great deal further.). These relationships may be forced, and currently may be where the breakthrough comes.

Note: Some groups or individuals will scoff at this thought as silly. Acknowledge this, but encourage them to try anyway. They may be very pleasantly surprised.

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Remember too, that the quality comes with quantity vital applies here. You may need to try a large amount of than one or two forced relationships before real progress is made.

Geniuses make their thought visible
This strategy is often put to use in group meetings, but only at the bottom level. Recording a group’s head out on a flipchart, or whiteboard, is a small step in this direction, but to take this to the next level (to the genius level!), you need to get more visual.

How To Do It
Have workforces of a group attractiveness their solutions to a problem, or draw the results of implementing their solution. If you want to look at a variety of solutions at once, hold sub groups do this for different scenarios. Focus the group(s) on building it Visua and inclusive of their whole idea. The goal is to communicate not wow the group investing in artistic abilities. Once the groups have completed their drawings, review all of them to see if new ideas, or combinations of ideas are found.

Geniuses think in opposites
Often it is actually revealing to assess the opposite of your situation, or ask the other question.

How To Do It
Rather as opposed to having the group ask the direct question on their task, have them ask the opposite. For example, if the question is, “How do we attract new Customers?”, !no! new innovations and insights may appear from asking, “How could we drive all of our Customers away?” With the answers to the opposite question, tactics and plans for avoiding this outcome can be developed.

Geniuses think metaphorically
Aristotle understood that metaphors were a clue of genius. If properties were good sufficient for Aristotle, they should be good enough for us!

How To Do It
Have the group compare their state to anything else (another place for your list mentioned above). The more metaphors (or analogies) the group can draw between their situation and these types of random items the better. The insights are able to flow from the discussion of these connections. You can also ask the group to tell you what they are able to compare the situation to, that is another method of initiating the metaphors.

Geniuses prepare themselves for chance
In a group situation, this most likely fits after a solution has been implemented. This “preparation for chance” will be enhanced by the willingness to do two things: admit mistakes, and spend time reviewing the consequences of the decision or solution.

How To Do It
After a decision is made, encourage the group to schedule time to inspect the outcomes of the decision. Time will too be scheduled to discuss the process the group spent for coming to the decision. By reflecting on the work and the results, often new ideas and improvements can be found. The decision to take right now era is seldom the natural penchant of a group. Group dynamics are such that when the result or decision is made, that the collection is ready to “cross this item off the list”, and move on. As a facilitator you can give out vital value by encouraging this examine process.

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