Decision Making and

Problem SolvingDanfoss Turbocor

21 September 2010

Gabrielle K. Gabrielli, Ph.D.

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.

Review

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

Complete the Decisions Assessment

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

Brainstorm

6x6 Tool

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

Four Steps of Visual Thinking

• Looking

• Seeing

• Imagining

• Showing

25

Visual Thinking and Innovation

26

How do these relate to

what you do in your jobs?

Discovering Ideas

Developing Ideas

Selling Ideas

11

22

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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

• Complex form of thought

• Systematic way of thinking

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

SQVID

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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.

Find Inspiration in

Implementation

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Conclusions

• gabrielle@gabrielleconsulting.com

• Presentation, handouts, resources:

http://gabrielleconsulting.com/turbocor-decision