Have you ever used the Insideout method to solve your organization's problems?

Apsor owner Ben Harowitz had a management problem many years ago: two of the company's most successful parts, customer support, and sales engineering have a problem with each other.

The sales engineering department accused the customer support department of failing to

respond to customers in a timely manner; The customer support department also accused

the sales department of writing only incomplete orders and ignoring their suggestions

for improvement.

It was clearly necessary for both departments to work in full coordination with each

other. Each department was very well managed individually and had excellent staff.

Asking them to look at things from the other side's point of view did little to resolve

the conflict until Harowitz found a solution.

The head of customer support sold the head of engineering permanently and vice versa.

At first, they were both quite shocked, but a week after working behind the tables of

their enemies, their differences were minimized. In the following weeks, they

coordinated their activities and since then they have been more in tune with each other

then the other two departments. Imagining yourself in your opponent's position rarely works. It requires a strong imagination and there is not enough motivation to do so. In order to truly understand someone, you have to be in their position, not mentally, but practically. You need to be in his place and experience your opponent's situation personally. It is strange that we use this trick so little. Some companies have realized this. Schindler is one of the pioneers in the elevator industry. Every employee, from secretary to CEO, has to work three years at the elevator installation site in his first year at Schindler. In this way, novices experience working on the project site. It also has the message: "I do not see myself as big enough not to touch black and white." This alone creates a good and deep relationship between people in different departments. Thinking and acting are two completely different ways of knowing the world, although most people confuse them. If you want to become a professor of literature, studying literature is great, but do not think that it will make you a good writer.

You can use this whenever you realize that there are two different worlds of thinking

and acting. Churches, armies, and universities hire new people from within. Every

commander has been a soldier one day and you will not become the president of the

university unless you have been an assistant professor.

It is worthwhile to step into the shoes of others and walk in these shoes. Do this for

the most important relationships in your life; Your partner, your client, and your

employee.

Shifting tasks is the most efficient, fastest, and least costly way to achieve mutual

understanding.

Be like the famous king who dressed as a beggar and mixed himself with ordinary people.

But since this is not always possible, I suggest another: read the novel. Immersing

yourself in a good novel and accompanying the protagonist on the ups and downs is a

good shortcut between thinking and acting.

In our daily lives, we humans face many disabilities, fractures, and losses, most of

which are inevitable and an obvious fact.

"Nothing is more frustrating and, in the long run, more painful than trying to believe

in things that are becoming more and more unbelievable every day," says

Bertrand Russell. Giving up this endeavor is an inevitable condition for lasting and

definite happiness.