National City and Bank of America would sell us mortgages. What we
discovered—also using TOC, and this is how we expanded this business—is
that most people with a loan viewed the bank that serviced the loan as their
bank. So, whether Freddie Mac or Fannie Mae or PNC or any other investor
actually owned the loan, we wanted to own the servicing asset. It was more
valuable in terms of building customer relationships than the loan itself.
Also, these days it’s a lot easier, but it used to take forever to get a mortgage
approved. That’s because there are all these things you have to have in place
—again, to satisfy the regulators. We looked at that and said, “Okay, what’s
the conflict here?” We built our conflict clouds, and we built a current reality
tree, and we discovered there are only three
things that end up deciding
whether a loan is a go or a no-go. If we just focus on doing those three items,
and worry about plugging everything
else into the file later,
we can speed
things up. In fact we were able to cut the approval time almost in half. That
made us really popular with realtors and mortgage brokers, which brought us
more business.
DW: What effect did TOC have on customers’ ordinary day-today
interactions with tellers?
RP: Most of the tellers said they
wanted to do this TOC thing, too. Well,
what do they really need to do? They really don’t need to know how to do
future reality trees because their everyday life is not involved in future reality
trees. But a teller is often dealing with conflict resolution.
Tellers represent
the frontline defense, especially at savings and loans. People come up to them
and say: “This doesn’t work, this is out of balance, they screwed this up,” and
it’s the tellers who have to solve the problem. So we taught them how to do
conflict clouds. We created conflict-cloud
worksheets for them, pads of 50
sheets, eight and a half by eleven. On the back side were the instructions, just
in case they forgot how to do it. And the teller could actually fill in the cloud
as he or she was talking to the customer, work out the problem, then rip off
the sheet and do the next one. We had that going throughout the bank.
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