Now we arrive at the point in the process that Gustav Großmann called the WiePlan (How Plan) that seeks to develop a complete plan to change the negative situation into the plus situation. This will usually require many patient iterations, gradually moving from vague outlines toward definite means and measures. There may be alternative ways to approach the solution and they should all be investigated and compared before one approach emerges as the most promising.
If we consider how a large project is undertaken, such as building a ship or a new town, it must be obvious to all that the plan would need to be fully worked out and costed before any work began. We may not be working on such a scale but the same principle applies.
Assuming that you have already worked on a Situation Analysis and allowed a clear goal to emerge, expressed as a need in a clear and unambiguous sentence, revisit now the plan you have been working on.
Allot a time each day to work on your plan using the hints given in these pages. Work privately on the plan to keep out extraneous influences and pressures. Do not continue to work on the plan when ideas dry up. You will find renewed energy and become more imaginative with each iteration because your subconscious resources will come into play. Retain in your as-yet immature plan all the various abandoned lines (annotated): you will learn much from this. Do not expect to produce a perfect plan. But work towards completion and perfection. Do not regard the imperfections as failures in themselves. They are there to spur you on to further work.
At this stage we must note something about thought itself. Human thought has limitations that need to be understood if we want extraordinary results. Without the focus of felt need thought is diffuse but ever active. In its unfocussed state we know it by another word, worry. By giving it a focus in a goal expressing a real need we have given our thought a direction and a purpose. If we find ourselves trying to solve a problem too large to hold in our attention we will have to break it into manageable parts, dealing with them one at a time, and reintegrating the parts at a later stage. It is never a question of thinking hard. It is always a question of giving thought a purpose or task. For this reason Gustav Großmann suggested driving a wedge into a problem, the division of the problem into means and measures. In the Situation Analysis the division into minus and plus columns helps us to see an arrow moving from the negative to the wished for plus-state. When we sit paralysed before a conundrum we must break it apart using simple questions: what, who, why, when, where and so on. Movement of thought must be the rule. Likewise we need to be able to consider the problem and its parts from as many points of view as possible. Ideally from all points of view. We must be aware that creative, bold and efficient new solutions will not arise from one-sided, conventional or superficial thought.
How to make use of this website
You are on the fifth page of a set of instructions. Using them in the order set out in the Menu on the left is to be recommended. The Home Page is entitled Success & Failure, the second page The Method, the third page, Goals, the fourth page Situation Analysis.
The following pages are:
- Personal Audit
- The Value System