building leadership skills: problem-solving and decision-making

Building Leadership Skills:Building Leadership Skills:

Problem-Solving Problem-Solving and Decision-Makingand Decision-Making

An Infopeople Workshop

Presented by Joan Frye Williams

www.jfwilliams.com

Not All Decisions Require Not All Decisions Require Equal AttentionEqual Attention

Decision InsuranceDecision Insurance

1. Define the problem

2. Gather additional data

3. Lay it all out

4. Identify your options

5. Evaluate your options

6. Make your decision

7. Move forward

Step #1:Step #1:Define the ProblemDefine the Problem

What? Where?How?When?With whom?Why?

For a Complex ProblemFor a Complex Problem

Break it downVerify with othersPrioritize

Describe the Desired Outcome(s)Describe the Desired Outcome(s)

Define the solved state:

Here’s what should be happening…

Identify Specific, Identify Specific, Measurable GoalsMeasurable Goals

What are we trying toAchieve?Preserve?Avoid?Eliminate?

Link Back to the Big PictureLink Back to the Big Picture

Make sure your desired outcomes align clearly with the library’s mission and strategic plan

Reality Check:Reality Check:Decision PoliticsDecision Politics

Who are the stakeholders in this situation?

What will they need to get out of any decision?

How and when should they participate in finding a solution?

Step #2:Step #2:Gather Additional DataGather Additional Data

BroadObjectiveVerifiableRelevant

BewareBeware

Hearsay/rumorOpinionWishful thinkingLabeling the problem Blaming/scapegoatingVivid but minor evidence

Look Outside the Library Look Outside the Library as Well as Inas Well as In

Don’t OverlookDon’t Overlook

Your own beliefs and biasesYour own (possible) role in the

situation

How Much Information Is How Much Information Is Enough?Enough?

Just Be Sure YouJust Be Sure YouCover the BasesCover the Bases

Bouncing around is natural

More information may accrue over time

Step #3:Step #3:Lay It All OutLay It All Out

Pareto AnalysisPareto Analysis

“80/20 rule”Focus on

numerical dataUse to identify

which situations are most common

Mind MappingMind Mapping

Free-form note takingAny kind of informationUse to show how different facts relate

to the problem

and to each other

Look into Causes Look into Causes but Don’t Bog Down but Don’t Bog Down

Not all problems are “caused”Not all causes can be corrected

Ask for input – one person at a time.

The Un-Problem:The Un-Problem:Appreciative InquiryAppreciative Inquiry

Systematic discovery of the best in people and organizations

Unconditional positive questionsDirected conversation and storytellingWhat is working well?How can we do more of that?

Step #4:Step #4:Identify Your OptionsIdentify Your Options

What options do we have?

What has been done in other libraries?

In other disciplines?How about

something new?

Situation:Situation:Something’s Gone WrongSomething’s Gone Wrong

Find and correct the changes that account for the fall-off in results.

Situation:Situation:Increased – or Changing – Increased – or Changing –

Expectations Expectations

Find new ways of operating.

Situation:Situation:The Double Whammy The Double Whammy

Find ways to reengineer the system – correct and invent.

Situation:Situation:It Never Did Work Right It Never Did Work Right

Find ways to overhaul – or completely rebuild.

Things That Can Things That Can Limit Your ThinkingLimit Your Thinking

Searching for THE ONE RIGHT ANSWERNot involving front line peopleLooking inside the library only Waiting for 100% agreementFear of embarrassment or failure

Be Sure to IncludeBe Sure to Include

Current approachSomething newSomething fun

Step #5:Step #5:Evaluate Your OptionsEvaluate Your Options

Check SheetCheck Sheet

Option

1

Option

2

Option

3

Option

4

Desired Outcome

Desired Outcome

Desired Outcome

Desired Outcome

SWOT: SWOT: Strengths – Weaknesses – Strengths – Weaknesses –

Opportunities – ThreatsOpportunities – Threats

PMI:PMI:Plus – Minus - InterestingPlus – Minus - Interesting

Six Thinking HatsSix Thinking Hats

Think Through Think Through Risks and ConsequencesRisks and Consequences

Reversible?Pilot-able?Timely?Politically sensitive?

Special Challenges in Many Special Challenges in Many Library EnvironmentsLibrary Environments

PerfectionismCatastrophizingMixed feelings

about success

Step #6:Step #6:Make Your DecisionMake Your Decision

Reality Check:Reality Check:Strategic ThinkingStrategic Thinking

How might this decision change the library’s position or reputation?

Will it set the stage or define a pattern for future decisions?

Do library stakeholders need a heads-up?Who will get credit if things turn out well?

Take Time to Write a Brief Take Time to Write a Brief Summary of Your ProcessSummary of Your Process

Step #7:Step #7:Move ForwardMove Forward

Communicate the decision/solutionPlan the implementationMonitor resultsLearn as you go

When Things Go WrongWhen Things Go Wrong

Work each problemRe-prioritize if

necessaryMaintain focus on

desired outcomesAfter a fair trial, change

options