Small Business Today Magazine JUN 2014 MASTERWORD SERVICES INC | Page 23
EDITORIALFEATURE
Problem Solving Technique:
The 180 Rule
By Lorraine Grubbs
I
recently discovered a new approach to problem solving. It
is based upon a theory depicted in the book, “The 180
Rule: Using a Natural Phenomenon to Achieve Success” by
Al Lucia.
The 180 Rule grew out of a concept studied since 1948 known
as the Negativity Bias. It concludes that as human beings, we are
more attuned to negative stimulus than to positive stimulus. According to neuropsychologist Rich Hanson, “Our brain is like Velcro to negative experiences and Teflon to positive ones.” When
negative stimulus comes our way, we just cannot help ourselves
because that negative stimulus produces a great deal more neural
activity than it does positive stimulus. He clearly demonstrated
that the brain strongly “lit up” and reacted to the negative much
more than the positive.
While most people would see the negative reaction as something that hinders progress, the 180 Rule brilliantly takes that
negative, “natural” approach and turns it into a productive, problem-solving technique.
If we are naturally attuned to go with the negative flow, then
we should go with what we know and use that to our advantage.
For example, let’s say you know that the level of engagement
is not what it should be with your team. In this case, you might
jump right to the “problem” and ask the team how to improve
the engagement of employees.You’ll probably meet resistance as
people defend their turf and deny anything is wrong. Will you get
enthusiastic participation or a lot of groans and responses when
asking the question? Using the 180 Rule creates an opportunity
for you to do just the opposite of what the team expects. Rather
than stating the goal and asking for solutions, which is a typical
approach, grab that bias towards negativity and bring it to the
forefront!
Creating Loyalty with the 180 Rule:
I was working with a company who was struggling with employees who had an “8 to 5” mentality.They felt that employees were
at work to pass the time and were not truly engaged in their
business.
I met with the leaders and asked them to list the things that a
company would do to NOT make employees feel engaged.Their
responses were immediate:
Not being in the loop.
Not knowing our business.
Not being included in decisions that affected them.
…Their list went on and on…
“Okay”, I said, “because we don’t want to be the kind of company that would promote these thoughts, let’s take each of these
issues one by one and figure out how to keep this from happening here:
1. Not being in the loop. - Have a good communication structure. Employees who understand the direction the company
is going and the “why” behind the decisions that are made
are much more apt to buy into company policy and embrace change.
2. Not knowing the business. - Just exactly what business are
you in? “We answer phones” is a “job” answer. “We take care
of people’s problems” or “We help people” is more of an
“engaged” answer. What is your “one thing”? I have a customer who flies emergency helicopters. Their “one thing” is
“I am the best part of the worst day of your life!” And, every
employee kno