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About learning the parhway grid tool

In a meeting of an organization to discuss a future project, Ralph, the president, and Bea, the vice-president, are in front of the other members of the staff to discuss some options:

Ralph:  The upcoming anniversary of the organization is posing a lot of problems for us. We have to rethink our strategies so that we may have the funds that we need to execute our food feast.

Bea:     I think that we should rethink is the way we handle our finances, in that way we may save enough money so that we may be able to execute a good food feast.

Ralph:  No, we have been doing that for quite some time now. Although we can see some good results, I don’t think it would help the organizations present dilemma.

Bea:     (In a though balloon): Why the hell, is he talking about this right now? Can’t he see things my way that it is a lot better than what he is suggesting?

            (Aloud): But how will be able to generate that much funds? Beg from the people? Can’t you see that whatever you have been thinking would do us no good!

Ralph:  Please, Bea, hear my idea out. I think that it would be

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better to have a tie-up activity with another organization for the food feast. But, if you would just…

Bea:     (In a thought balloon) Ugh, here we go again… Can’t he just agree with me?

            (Aloud) No, Ralph. You have been dictating the organization’s future actions for so long. I don’t think I would let that happen again!

The result of which, was a stand-off between the two officers of the organization. As the members discussed their options, it seemed that they were at a dilemma that the top two leaders of their organization is at the present, banging horns. The situation would have been dealt with easily if cooler heads prevailed and if the situation was applied with the Action Inquiry.

The Application of the Inquiry in the meeting would not have left the hard words of the vice-president pass by since that would not have been said in the first place if the Action Inquiry was applies. The First step, Framing was done by Ralph as he dictated the terms at which the meeting should have taken place. The problem was the interference of Bea which prevented Ralph from moving to the advocacy phase, on which he would have enumerated and enforced an option at which they would have seen and accepted. With the prevention of the second part, the third party did not materialize, which was the illustration phase, at which Ralph would have given examples on how they would achieve the goals. By this, he would explained better the need of the company to achieve the goal and the means to achieve it.

The last part would have been the inquiry that should have been the integration of the members at which the delegation and work division would have happened. In other words, the interruption of Bea caused a disruption in the flow of the Action Inquiry. This would then boil down to Discipline. If Bea would have been disciplined enough to let Ralph explain the point, then she would have the time to uncover her concerns and problems. This should also been done in a very professional manner, not having the personal issues concerning her dislike of the way Ralph runs the organization, interfere with the flow of the meeting at hand.

All in all, the proper way of dealing with the organization in tricky situations such as this should concern the leader’s ability to enforce his authority and invoke discipline among his members. Without which, the constant and proper flow of a harmonious meeting would be a disaster as shown by the example. These situations would have been prevented if the Action Inquiry would have been applied before hand.

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