Ground Rules
1. Turn any cell phones or pagers to the off or
vibrate position.
2. Listen actively.
3. Participate to the fullest of your ability.
4. Keep an open mind.
Purpose
The purpose of this training is to provide:
Opportunities to improve 360 evaluation results
Challenges to test your problem solving and
decision making skills
Ideas for you to implement effective strategies on
decision making and problem solving
Agenda
1300 Ground Rules, Learning Objectives, Review and Connections
1315 Problem Solving and Decision Making Overview, Definitions,
Benefits, Barriers
1345 Decision Making
Activity
Assessment
1430 Break
1445 Considering Cultural Differences in Decision Making
1530 Problem Solving
• Activity
1600 Applying Strategies at Danfoss Turbocor
1645 Course Wrap-Up
Learning Objectives
By the end of this course, participants should be able to:
Describe how to analyze problems, uncoverfacts, and use information to make effectivedecision
Describe how accurate problem solving canimprove leadership and efficiency in anorganization.
Select and use appropriate problem-solvingtools based on the complexity of a problem.
Implement problem-solving and decision-makingstrategies at Danfoss Turbocor.
Coaching Benefits
IndividualIndividual OrganizationOrganization
Maximize individual strengthsMaximize individual strengths Increased employee satisfactionIncreased employee satisfaction
Overcome personal obstaclesOvercome personal obstacles More productive work groupsMore productive work groups
Reach maximum potential throughReach maximum potential through
learninglearningExpanded organizational capabilityExpanded organizational capability
Gain new skills and competencies toGain new skills and competencies to
become more effectivebecome more effectiveGreater trust between managers andGreater trust between managers and
employeesemployees
Prepare for new responsibilitiesPrepare for new responsibilities Reduces turnoverReduces turnover
Improves performance results through feedback and recognition
GROW Coaching Model
Raising awareness and encouraging responsibility is
summarized in the GROW coaching model.
FEEDBAC
K
FEEDBAC
K
FEEDBAC
K
DECIDE
• Determine all possible choices presented by the situation.
• Evaluate and brainstorm all possible solutions.
• Choose a solution that makes sense to you.
• Identify and visualize the outcome.
• Develop a plan and a schedule to follow.
• Examine the outcomes, and celebrate success!
Decision Making
GROW a Decision
G = Establish the GOAL
Define desired outcomes.
R = Identify the REALITIES
List resources, what is happening now.
O = List all the OPTIONS
Explore benefits and constraints of each.
W = Decide the WAY (and the who, what, when)
Establish the “will” by gaining commitment.
• What’s stoppingme?
• What do I needto overcome?
OBSTACLES
• What do I wantto accomplish?
• What is theobjective?
GOAL
• What’shappening now?
• What have wedone so far?
REALITY
•What can wedo?
•What options areavailable?
OPTIONS
•Commit to takingaction
•What will youdo?
GROW Model
Goal
Ask open-ended questions such as:
• What do I want to accomplish?
• What is the purpose?
1.The end goal is the final objective. For example,
to design environmentally friendly compressors.
2. The performance goal provides a way to
measure progress being made towards the end
goal.
Reality
Investigate current situation and discover all relevant
facts by asking questions like:
• What is happening now?
• What are the facts?
• What has already been done?
Obstacles
• Yourself or team
• Other people
• Environment
• Lack of skills, knowledge, experience
In order to correctly identify them, ask yourself:
• What is stopping me from achieving the goal?
• What obstacles do I need to overcome?
• What is the first action I need to take?
• What is the easiest way to overcome this?
Options
When exploring Options, ask questions like:
• What have I already tried?
• What else might I try?
• What if I had more time?
•How would I rate the options for
achievability on a scale of 1 - 10?
Way Through
GROW model helps you transition thoughts and lists
into a decision. Once you have considered all the
options, you need to decide which option to exercise.
This is the choice point in the diagram:
ResponsibilityConsequence
s
Actions
Choice
When developing an action plan, try questions
that include:
• What am I going to do?
• When am I going to do it?
• Will this option meet my goal?
• Can or should I combine any options?
Way Through
10 Steps for Great Decisions
1. Enlist everyone.
2. Discover shared hopes.
3. Uncover the real issues.
4. Identify all options.
5. Gather the right information.
6. Get everything on the table.
7. Write down choices that support shared hopes.
8. Map the solutions.
9. Look ahead.
10.Stay charged up.
What Destroys Great Decisions?
• Fear provokes a destructive cycle of
decision-making problems, including:
– People get left out of the decision-making
process
– Participants lose sight of what they really want
– Information gathering becomes biased and
inefficient
– All of the choices and areas for potential
agreement and opportunities don't get explored
CPS Activity: Human Knot
• Form a circle.
• Extend your right hand.
• Clasp hands with someone who is not
standing next to you.
• Extend your left hand and clasp hands with
someone who is not standing next to you. It
cannot be the same person as with your right
hand.
• Untangle the knot without letting go.
Visual thinking means taking
advantage of our innate ability to see –
both with our eyes and with our mind’s
eye – in order to discover ideas that are
otherwise invisible, develop those ideas
quickly and intuitively, and then share
those ideas with other people in a way
they simply get.
– DAN ROAM
24
Visual Thinking
Visual Thinking and Innovation
26
How do these relate to
what you do in your jobs?
Discovering Ideas
Developing Ideas
Selling Ideas
11
22
33
Steps 1 & 2: Looking and Seeing
• Who and what problems - things, people, roles
• How much problems - measuring and counting
• When problems - scheduling and timing
• Where problems - direction, how things fit together
• How problems - how things influence one another
• Why problems - seeing the big picture
27
The first “6”
Cultural Impacts on Strategy
• What is culture?
• Break into 2 groups and describe your
company’s culture.
• List top 3 organizational culture values
Fang, Shih-Chieh,Wang, Jue-Fan (September 2006). Effects of Organizational
Culture and Learning on Manufacturing Strategy Selection: An Empirical Study.
International Journal of Management
Problem Solving
Problem solving is a mental process that we
engage in everyday as we live our lives.
• Family
• Finances
• Co-workers
• Business
• Environment
Benefits of Problem Solving
Produces:
• Better thinkers
• Better decision makers
• Better leaders
• Better partners
• Better organization
Barriers to Effective Problem Solving
• Fail to recognize a problem
• Too narrow of focus
• Quick fix
• Fail to consider all options
• Fail to consider all consequences
Characteristics of Problem Solver
• Has positive attitude
• Is self motivated
• Concerned for accuracy
• Subdivides the problem
• Avoids guessing
• Actively participates in problem solving
Creative Problem Solving: The
Thinking Skills Model
Creative Leadership: Skills That Drive Change
Puccio, Murdock, & Mance (2007)
Thinking Skills Associated with CPS
Diagnostic Making a careful examination of situation, describing nature of a
problem, and making decisions about appropriate steps to be taken
Visionary Articulating a vivid image of what you desire to create
Strategic Identifying the critical issues that must be addressed and pathways
needed to move toward the desired future
Ideational Producing original mental images and thoughts that respond to
important challenges
Evaluative Assessing the reasonableness and quality of ideas in order to
develop workable solutions
Contextual Understanding the interrelated conditions and circumstances that will
support or hinder success
Tactical Devising a plan that includes specific and measurable steps for
attaining a desired end and methods for monitoring its effectiveness
Activity: Napkin Hop
1. After each move, each person must be standing on a napkin.
2. If you start on the left, you may only move to the right. If you
start on the right, you may only move to the left (no moving
backwards).
3. You may "jump" another person if there is an empty napkin on
the other side.
4. You may not "jump" more than one person.
5. Only one person can move at a time.
Recommended Reading List
• Maruska, D. (2003). How Great Decisions Get Made: 10
Easy Steps for Reaching Agreement on Even the Toughest
Issues. New York, NY: AMACOM.
• Puccio, G. J., Murdock, M. C., & Mance, M. (2007) Creative
Leadership: Skills that Drive Change. San Diego, CA: Sage.
• Roam, D. (2008). The Back of the Napkin: Solving Problems
and Selling Ideas with Pictures. London, England: Penguin
Books, Ltd.
• Roam, D. (2009). Unfolding the Napkin: The Hands-On
Method for Solving Complex Problems with Simple Pictures.
New York, NY: Penguin Books, Ltd.
Conclusions
• Presentation, handouts, resources:
http://gabrielleconsulting.com/turbocor-decision