As I was perusing the leadership and management section of a
local bookstore, for some reason one of the titles just jumped off the shelf at
me.
“The Wright Way – 7
Problem Solving Principles from the WRIGHT BROTHERS That Can Make Your Business
Soar” by Mark Eppler.
After reading this book and highlighting passages, I decided
to write down some of the more poignant parts so I could reference them later also
that I may share some of these insights with others. I made note of the main
subjects included in this book including quotes and commentary. This book
nicely melds a factual historical account of an extraordinary accomplishment with
proven solid leadership and management philosophies and concepts. The title
refers to making a business soar but, as can easily be seen in the book, this
applies to any organization.
The 7 problem-solving principles as identified in the book are;
- Forging
- Tackle
The Tyrant
- Fiddling
- Mind-Warping
- Relentless
Preparation
- Measure
Twice
- Force
Multiplication.
The notes and quotations below in black text are the authors
work that particularly struck me and should be self explanatory; however I will
add some overall clarification in blue italics through the outline.
INTRODUCTION – Intrepid Souls
This first section gives a broad introduction of the Wright
brothers, their family and the task in general.
It was a unique, perhaps one-time occurrence when
opportunity and preparedness, like two trains on the same track, collided to
make something happen.
(pg 9)
Chapter 1 - THE EVENT OF THE CENTURY
In addressing the magnitude of the Wright brothers’
accomplishment, the author states, “It would be like Neil Armstrong
landing on the moon in a craft he had built himself and paid for with a
part-time job.”
The big news item in the papers the day Wilbur and Orville
conquered the air was the story of Colonel H Nelson Jackson, who, in order to
win a fifty-dollar bet, had driven cross country in an automobile in the
unheard-of time of just sixty-three days! The Wright brothers invention would
one day extract 99.8 percent of the time needed to make Nelsons journey.
(pg 15)
The actual flight of Orville wasn’t as much the answer to
the problem as it was a confirmation of the process used to achieve it. In
solving the problem, the Wright brothers resolved hundreds of smaller
challenges that, when taken as a whole, yielded the first flight. For the
brothers, the solution to the flying problem was actually a systematic process
guided by an established, if not written, set of principles. The first flight
was the culmination of that process. That’s why the brothers weren’t
particularly excited or enthused when it occurred. For Wilber and Orville, the
first flight was just another step along a problem-solving continuum.
(pg 17)
They achieved an extraordinary ROI (return on investment).
Although others had offered to finance their research, Wilber and Orville were
concerned that accepting outside funds might result in a loss of control over
their work. Drawing on profits from their bicycle business, the cumulative
amount spent by the Wrights in developing their flying machine would be less
then $1000. By comparison, the launch mechanism alone for Langley’s flying
machine cost $50,000. Hiram Maxim spent more then $200,000 on his efforts.
Clement Ader, a French flying-machine pioneer, raised $100,000 in government
funding and spent it all before giving up (Langley, Maxim & Ader were others trying to accomplish
the first controlled flight). The Wright brothers’ invention was one
of the greatest returns on investment in history.
(pg19)
Frustrated with the U.S. military’s lack of interest, the
brothers took their flying machine overseas, where they were acclaimed as
conquering heroes. It wasn’t till 1908, five years after the first flight, that
many Americans would see what Europe had seen. The U.S. government’s failure to
respond to the brothers’ achievement had spawned the globalization of flight,
leading to economic, cultural and geographic changes worldwide.
(pg 20)
One of the first government agencies to take advantage of
the Wright brother’s invention wasn’t the military but the post office, which
began airmail service in 1911 on Long Island.
(pg 20)
Chapter 2 - MASTERS OF THE PROBLEM
The Wright brothers truly exemplified optimism and persistence.
If the Wright brothers were caught in fortunes wind, they
were setting the sails and choosing the direction.
(pg 36)
Chapter 3 - FORGING – The Principle of Constructive
Conflict
The practice of “scrapping” often took place at the Wright
household. It was simply arguing an issue, often passionately but always courteously
and constructively like a debate in school. Scrapping played a very large role
in the development of ideas used to accomplish the Wright’s task. One strategy
taught early on by their parents was to have these reasonable debates around
the table after dinner, at some point during the scrap, the Wright father would
have the boys swap sides of the issue, teaching them to recognize the other
perspective and listen intently to the opposite point of view.
The goal with the brothers was not consensus, but
convergence – a blending of ideas that yielded the strongest options
(pg 46)
Since the purpose of their arguments was to uncover the
truth, both men wanted to hear the point of view of the other.
(pg 46-47)
Taylor (Wright Cycle
Company’s only employee) recalled one fierce argument the propeller problem
had occasioned. The morning after their scrap, Orville came into the shop and
told Wilbur he felt like he might have been wrong in his point of view. Wilbur,
who had continued to evaluate Orville’s arguments overnight, said he was
inclined to agree with Orville’s approach. Taylor said, “The first thing I knew
they were arguing the thing all over again, only this time they had switched
ideas.” It was the very strategy their father had taught them as young boys
debating at the dinner table.”
(pg 49)
Jagoda Perich-Anderson, an organizational consultant and
conflict mediator, says some companies need to increase – not reduce – the
amount of conflict in their organizations. “We need to learn to become more
comfortable and skillful with conflict” she says. Perich-Anderson suggests
there are three keys to making conflict a plus: mutual respect, a spirit of
curiosity, and a commitment to learning.
(pg 51)
Chapter 4 – TACKLE THE TYRANT – The principle of Worst
Things First
The tyrant is the part of the problem that is the real
monster or source of troubles.
They look for parts of the problem that are familiar to
them, that they feel they can comfortably address, then start there in an
effort to get things going.
(pg 70)
Steps to identify the tyrant
- Break
the problem down into small components or subsets
- Identify
the obstacles and barriers associated with each subset
- Determine
the resources (i.e., time, money, people) needed to solve each subset
- Rank
subsets in terms of degree of difficulty
- Pick
the tyrant
- Tackle
the worst (i.e., more difficult) first
(pg 72)
Chapter 5 – FIDDLING – The principle of Inveterate
Tinkering
The Wright brothers were always trying or testing something.
They had several exhaustive examples of trial and error, however, there was
always more trail then error, which ultimately had something to do with their
accomplishment.
Soon after the lathe project, Orville notices that many of
the kids in his school have taken up chewing pieces of tar. Thinking that
flavoring might make the tar more appealing, he begins working with ingredients
to make the tar sweeter. Years later Wilber would kid his brother by making
references to that “chawin’ gum corporation.”
(pg 81)
Discourage milk runs. Getting in the habit of doing things
the same way is often a detriment to creativity. As the old saying goes, if you
always do what you’ve always done, you’ll always get what you’ve always got. I
call this approach a milk run because it involves making the same stops on the
same route every day.
(pg 92)
Chapter 6 – MIND-WARPING – The Principle of Rigid
Flexibility
The Wright brothers did not have a problem finding the line
that runs between agility and wishy-washyness or stubborn inflexibility. They
wouldn’t have even come close to their goal without questioning, testing and eventually
rewriting some of the established scientific teachings of aerodynamics.
Mind-Warping is a problem-solving principle that encourages
flexing the mind, allowing it to consider possibilities that fall outside the
plane of thought established (and limited) by policy, tradition, and personal
experience. It is the ability to think “outside the box”, without abandoning
the box.”
(pg 95)
Although their experiments with their glider had been filled
with some anxious moments, Wilbur and Orville were encouraged. Later, Wilbur
noted that they considered it quite an achievement to “return home without
having our pet theories completely knocked in the head by the hard logic of
experience.”
(pg 96)
Those who fell into the airmen category were later broken
into two additional groups based on their approach to the concept of aircraft
stability. Octave Chanute (1832-1910), among others, felt that the primary
objective of experimenters should be to develop methods for eliminating
instability. The focus of this group was on developing the automatic systems
needed to correct the machine’s wayward movements. The second group,
represented primarily by the Wright brothers, believed that the key was to conquer the inherent instability of a
flying machine by providing means to control and balance it. Instead of trying
to eliminate the instability inherent in the craft, the goal was to preserve it
and give the operator the means to overcome it.
(pg 97)
“If I take this piece of paper and, after placing it
parallel with the ground, quickly let it fall, it will not settle down as a
staid, sensible piece of paper ought to do, but it insists in contravening
every recognized rule of decorum, turning over and darting hither and thither
in the most erratic manner, much after the style of an untrained horse. Yet
this is the style of steed that men must learn to manage before flying can
become an everyday sport.” Wilbur Wright
(pg 98)
Chapter 7 – RELENTLESS PREPARATION – The Principle of
Forever Learning
This chapter refers to “forever learning” and how important
it is in the pursuit of answers to a problem.
When he (Orville) asked the librarian why there were no
books on aeronautics, he was told that “scientists held the idea in great
discredit and it was therefore not a subject on which libraries spend money.”
(pg 122)
It is withholding judgment until all possibilities have been
considered. It is not the search for the right answer; it’s the search for the
right answers.
(pg 126)
In Marketing 101, I was told there were basically four
things that could give a company competitive advantage: a unique product, the
lowest price, exceptional customer service, or strong, well established
relationships. Arie de Geus, a planner with the Royal Dutch Shell, would say
there was only one. “The only truly sustainable competitive advantage in the
future,” de Geus notes, “may be the ability to learn faster then the competition”
(pg 127)
Chapter 8 – MEASURE TWICE – The Principle of Methodical
Meticulousness
With money and material in short supply, the Wright
brothers’ mother was very careful not to waste either. An excellent seamstress
and designer, she had a routine she followed when making a new dress. Before
putting scissors to fabric, she created—and tried on—a paper pattern of the
dress. Once she confirmed a proper fit, she transferred the pattern to the
material and began cutting. She used to tell her sons, “Make your mistakes on
paper if you can.”
(pg 140)
Detailed record keeping.
Legend has it that in an effort to bring order to the
kitchen of their Kill Devil Hills camp, he (Orville) numbered eggs so they could be eaten in
the same sequence in which they had been laid.
(pg 142)
The Wright brothers were able to move so quickly because of
their meticulous and methodical approach to a problem. Instead of slowing them
down, their meticulousness removed many of the time-wasters known to any
project: backtracking, reworking, and procrastination. Having a detailed plan
to follow, then working the plan, is still the fastest approach to a solution.
(pg 147)
Chapter 9 – FORCE MULTIPLICATION – The Principle of Team
Equity
The Wright brothers had a unique relationship, externally
they were very different but very similar at the core. Exemplifying the thought
that two heads are better then one, the Wright brothers father is quoted as
saying “They (Wilbur and
Orville) are equal in their inventions, neither claiming any superiority above
the other, nor accepting any honor to the neglect of the other. Neither could
have mastered the problem alone.”
One example (of the equitable distribution of trust) is the
trust the Wright brothers had in each other in their financial dealings. When
Wilbur and Orville first went into business together, they opened a joint
checking account at the bank. It would be the only account that either brother
would have. All funds generated from the operation of the business were
deposited into this account. If either brother needed to write a check, he
would sign it the same way: Wright
Brothers. Only a small set of initials (O.W. or W.W.) under the signature
would let someone know who had written the check. Neither brother ever
questioned the expenditure of the other. This system worked from the beginning
until Wilbur’s death in 1912.
(pg 158)
The Equitable Distribution of Power (Information)
- Unequal
knowledge separates people, compromising their ability to come together as
a team.
(pg 162)
Share the Glory
- Remember
that any good behavior that goes unacknowledged eventually disappears.
(pg 165)
Establish bonds of trust.
- The
most effective ways to build trust are to maximize listening skills and
follow through on commitments.
(pg 166)
Chapter 10 – SOULS ON FIRE
Ambition and passion ultimately resulted in the
accomplishment of the Wright brothers. Ferdinand Foch (1851-1929), a French
field marshal, is quoted “The
most powerful weapon on earth is a human soul on fire”
A concerned mother sat down and wrote a letter to her son,
taking him to task for his inactivity and seeming lack of direction in life.
She reminded him that at the age of twenty-two, he needed not only to find a
purpose in life, but to work hard to achieve it. “Life means work,” she wrote,
“and hard work if you mean to succeed.” I think it’s safe to say that Jennie
Churchill’s letter to her son had the desired effect.
(pg 167)
Orville’s vision was so intense that it served as a sort of
“cosmic magnet” pulling him toward destiny. He had lived with that vision of
success for so long that it had become reality in his mind. December 17, 1903,
marked just another flight to Orville.
(pg 173)
Learning to Soar
- Remember
that great ideas need landing gear as well as wings.
(pg 178)
EPILOGUE – Lives of Consequence
Other then carrying one of the greatest surnames that man
has ever known, the Wright brothers truly made a lasting difference, and that
is what really matters.
Edward Deeds, another noted Daytonian, said; “Our lives and
the lives of our children, and our children’s children, depend upon our breadth
of vision, unity of purpose, and courage to execute.”
(pg 183)