Major election year or minor election year, the air is filled with publicity, platitudes and promises.

The impact of the publicity typically depends on the size of the campaign chest.  The platitudes are often based on market research for emotional response. 

And ah, the promises.  How can candidates promise the equivalent of “a chicken in every pot”?  Actually:

1. They don’t have any chickens
2. They can’t afford to buy that many chickens
3. Many people no longer have a pot big enough for a whole chicken
4. And a significant number of people don’t even have a pot

They can’t just offer half-baked remedies and then go shake some more hands.  Fixing complex problems depends on following a rational process, such as:

1. Involve the right people: leaders, experts, influencers, and affected groups

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2. Define the problem and its root causes
3. Agree on the goals of the solution
4. Evaluate alternatives and develop the solution
5. Do it
6. Track progress and make sure that the goals are achieved

We need real results from our politicians, not more servings of publicity, platitudes and promises followed by big bowls of finger pointing for dessert.  

George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2012. All rights reserved.

Our full plane had landed and we were delayed waiting to be connected at the gate.  A number of people used their cell phones to say they arrived, or briefly finalize plans.  If there was room, some passengers took their luggage out of the overhead bins.  The crowd settled into patiently standing or sitting, and waiting to deplane.

But in this crowded and silent space, one young woman continued on her cell phone, in full voice, as if she were on a speakerphone in the privacy of her home.

We develop courtesies and good manners so we can function in harmony in our society and in our organizations.  It helps keep our dealings with each other more like a line dance or a ballet, instead of like a gang war.  As our technologies change, our etiquettes evolve accordingly.

However, our clueless cell phone jockey continued relentlessly.  Her subjects ranged from coworkers she couldn’t stand, to friends with emotional problems.  Passengers glanced at her and exchanged arched eyebrows with each other, but she went on and on, through the long waiting period, through deplaning, and into the terminal.

Transurethral therapy is another treatment done for cheapest viagra respitecaresa.org curing impotence problems problem in men. Based on this fact, discount cialis 20mg buying that should advertise on the late shows and Ambien on the late, late shows. Clinical research depicts that Vinpocetine is having positive effect on cheap super cialis the health of both sexes. All these ingredients are mixed in on line cialis go to this pharmacy store right ratio to increase sperm count naturally. I was right in front of her as we walked through the gangway from the plane, her private matters still droning in my ears.  I turned to her and said, “Excuse me, but everyone really shouldn’t have to hear all this”.  She said to me “What?” then into the phone “Wait a minute, some rude guy…” and then to me “Mind your own business!”  And I replied to her, “Apparently you don’t care who minds your business”.

George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2012. All rights reserved.

Let’s consider the turn signal for motor vehicles.  When used properly, it helps keep a safe and friendly rhythm and flow to our traffic.  I once saw a bumper sticker that declared, “World peace starts with turn signals”. 

How did the flashing light become the signaling convention for turns and lane changes?  A “device for indicating the intended movements of vehicles” was patented in 1909.  It used mechanical images of a hand that popped out, pointing left or right, or held upright to indicate stoppage.  Buick introduced the blinking electric turn signal in 1938 as the “Flash-Way Directional Signal”.  Signaling requirements are now standard in all motor vehicle codes.

Like other useful standards and practices, turn signals evolved along with the activity they serve.  But imagine if turn signaling just started in the age of high tech electronics.  Instead of the blinking light, we might have elaborate rear end displays, in custom fonts selected by the driver.  “I’m thinking of turning right but I’m not sure yet” or “I’m turning left with some anxiety”. That might lead to tweets, animated ads, and the dreaded tail light blog.

But I hope that we stay with the simple blinking light.  Like all practical processes, it needs to be:

• Necessary and useful.
• Reliable, easy to use, and quickly understood.
• And, oh yes—used consistently.

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George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2012. All rights reserved.

I recently received a check for $10.59 as my total payment in a class action suit.  I was one of more than 600,000 participants.  The gross settlement was well over $100,000,000, and the class action attorneys’ fees exceeded $20,000,000.

Over the years, I’ve accumulated a folder with similar trivial distributions from class action suits.  The defendants in these cases—the companies we do business with—pass the costs of the penalties on to us, along with the associated legal, administrative, and insurance expenses.  We also invest in these companies, indirectly though banks, mutual funds, and retirement plans, or through direct investment.  The costs of those lawsuits reduce our return on investment.  And we pay for the associated costs of the court system, through taxes and fees—more money out of our pockets.

Just as with companies and organizations, the long-term success of our society is affected by the overall consequences of our methods for solving problems.  Are we serving the greater need, or are we screwing things up with too much emphasis on just one piece of the puzzle?

Some class action suits are beneficial.  But some of these lawsuits do nothing more than transfer a great deal of money from the public to a few private pockets.  Society pays for this.  I pay for this.  And you pay for this.  So thank you for your $10.59.
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George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2012. All rights reserved.

People have asked me why I usually wear a suit and tie for business.  Here are my Top Ten reasons:

 10. It helps increase my credibility.

 9.   It cheers me up when I look in the mirror.

 8.   People don’t ask me to help remove carcasses from the street.

 7.   I avoid getting arrested for public nudity.

 6.   I can check my tie to see if I’m standing up straight.

 5.   It’s warmer than a tank top and gym shorts.

 4.   It reminds me to act professionally and sometimes even keeps me from shouting profanities during important meetings.

 3.   I have more pockets for my stuff.

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 2.   We get a better table for lunch.

And the number one reason I usually wear a suit and tie for business:

 1.   As a sign of respect for my clients.

George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2011. All rights reserved.

The evening freeway traffic was slowly winding through the hills.  I was driving my Mom home.  At 97 years old, she still lives on her own.

“Diamonds and rubies” she said.  “What?” I replied.  She answered, “The headlights and taillights—they look like strings of diamonds and rubies”.

“Yes” I chuckled.  One of her wonderful characteristics is the ability to see, appreciate and comment on the beautiful and the enjoyable in life.  Several people on her side of the family had that trait.  That strange bunch (refugees from the hills of Transylvania) had to spend a good deal of time and energy dealing with harsh realities.  But they always seemed to find ways to enjoy their lives with humor and a knack for finding delight in small things.  Good idea—besides putting more pleasure in our lives, it helps keep us youthful.

That trait is also a key part of effective communications.  I tell family, friends and clients that a great way to deal with difficult discussions is to first listen to the other people and look for “what I like about that”.  Then express your honest appreciation about that part of their concept.  You don’t have to agree with everything, but surely there’s some good in their ideas.

Try it in your personal and professional life.  You just might find diamonds and rubies.
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George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2011. All rights reserved.

When the fifth generation of Acme International took over, they decided to model themselves after the greatest success story in United States history—the Federal Government.  After all, the Government has been around for over 230 years, and recently had annual receipts in excess of 2 trillion dollars.  They must be doing something right.  Right?

So the company dumped their old boring managerial structure and reorganized to resemble branches of government.  Competitive pushing and shoving led to more changes, and with each new problem or conflict, they formed a new group to handle it.

For example, consider the new Department of Utilities (DoU).  As time went by, the DoU split into the Department of Water, Power, and Lighting (DWPL), and the separate Department of Heating, Ventilating and Air Conditioning (DHVAC).  After all, each department had different needs for expertise, equipment, and suppliers.

But then they ran into the problem of who’s in charge in areas with sunny windows.  Depending on the time of day, and the season of the year, those areas had wide variations in their lighting needs (covered by the DWPL) and wild swings in their heating and cooling needs (covered by the DHVAC).  After the usual arguing, they created the Bureau of Windows that Face the Sun (BWFS), and that took care of that.

Or did it?  The reactive patchwork of fixes and the contentious behavior continued to make things worse, and the company was approaching insolvency.  Grandpa Acme heard about it and rushed back from his retirement in Tahiti.  He gave the Chairman a wedgie and took back control of the company.

He led sweeping changes and reinstated the Founders’ Principles:

• Get results based on overall goals
• Satisfy the essential needs of the people we serve, and the people who help get it done
• Use strong teamwork to achieve long-term success

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The changes were difficult, but they worked, and everyone lived happily ever after.

So much for our fable.  The reality is that our landscape is full of companies and public service organizations wrestling with their own Bureau of Windows that Face the Sun.  The issues are complex, but the needs, the intellect, and the tools already exist for doing something about them.  Forget the blame; win the game.  Let’s get on with it.

George M. Pomonik
Pomonik Consulting, Inc.
“Chaos Removal Services”^SM
www.pomonik.com

Copyright © George M. Pomonik, 2011. All rights reserved.