leadership one part 3 section 1-problem solving ii

LEADERSHIP ONELEADERSHIP ONE

PART 3

Section 1-Problem solving II.

OBJECTIVESOBJECTIVES Complete the force field analysis begun

during Problem-Solving 1. Demonstrate brainstorming. Describe the steps that must be carried out

in a problem-solving process after the problem has been identified and analyzed.

SECTION IISECTION IIOVERVIEWOVERVIEW

Review of Problem-Solving 1 Review and continuation of Force

Field Analysis Brainstorming Generating Alternative Strategies.

OVERVIEW (cont).OVERVIEW (cont). Setting Objectives Developing and implementing action

plans Monitoring and evaluating

Section IIISection III

Review of Problem Solving I

CO ResponsibilitiesCO Responsibilities Know relationship between resources

(inputs) and services (outputs). Establish and maintain effective

processes at the company level. Identify and solve problems.

RECOGNIZING A RECOGNIZING A PROBLEMPROBLEM

Gap between what is desired and what actually exists.

Greater the gap greater the problem.

PARTICIPATION IN PARTICIPATION IN PROBLEM IDENTIFICATIONPROBLEM IDENTIFICATION

Three levels: None (CO works alone) Some (CO gets input) Lots (CO and company work together)

CHECKING PRIORITIESCHECKING PRIORITIES

If solving the problem will not have a direct or indirect impact on company performance, cost of operation, or quality of service, then it is questionable as a valid priority.

NGT helpful with this.

PROBLEM-SOLVING PROBLEM-SOLVING METHODSMETHODS

IntuitiveMinimum effortPolitically basedSystematic

A SYSTEMATIC PROBLEM A SYSTEMATIC PROBLEM SOLVING MODELSOLVING MODEL

Identify and Prioritize ProblemsEstablish Goals

Situation A

nalysis

Set Obje

ctive

s

Develop Action Plans

Implement Plans

Mon

itor

Pla

ns

Evalua

te

A GOAL IS A BROAD A GOAL IS A BROAD STATEMENT OF STATEMENT OF WHAT YOU WISH TO WHAT YOU WISH TO ACCOMPLISH ACCOMPLISH Realistic, Important, & ChallengingRealistic, Important, & Challenging

SITUATIONAL SITUATIONAL ANALYSISANALYSIS

Determine causal factors. Identify assetsExplore alternative strategiesPrioritize

Section IVSection IV

Review and continuation of

Force Field Analysis

FORCE FIELD FORCE FIELD ANALYSISANALYSIS

Useful way to identifying pressures for and against reaching your goal.

List of goals forces generated List of goals forces generated in Problem Solving Iin Problem Solving I

(For 1998)(For 1998)1. Communication1. Communication2. Resources---$---Pay2. Resources---$---Pay3. Attitude---Morale3. Attitude---Morale

List List ++ and and --of each goal.of each goal.

Driving Forces Restraining Forces

The G

oal

Final step is to estimate your Final step is to estimate your ability to influence the forces, ability to influence the forces, particularly those which have particularly those which have

high strength.high strength.

The

Goa

lHigh

Med

Med

Small

High

High

Small

Med

Driving Restraining

ExampleExample

1. Lack of “hands-on” Experience.

2. Improper radio communications.

3. Not aggressive enough.

4. Failure to wear PPE.

5. Lack of carrying in tools.

Access your ability to Access your ability to influence high restraining influence high restraining

forces, and concentrate on forces, and concentrate on those.those.

If you can reduce or eliminate high impact restraining forces you can reach your goal.

If not, reconsider whether working on the problem at the company level will be successful. (* those that CO can effect)

Generate alternatives and group like restraining forces.

Two group techniques:Two group techniques:

NGT

Brainstorming

Section VSection V

Brainstorming

How many are familiar with How many are familiar with brainstorming?brainstorming?

What are the general rules?What are the general rules?

BRAINSTORMINGBRAINSTORMING Record all Ideas Anyone can speak No criticism Encourage far-fetched ideas Piggy-backing Evaluate and prioritize after all ideas are

listed.

What is the primary What is the primary differences between differences between

NGT and Brainstorming?NGT and Brainstorming?

DifferencesDifferences

Brainstorming is Faster. Brainstorming uses a more random and

unstructured process. Participation is encouraged in

brainstorming, but not ensured. It is easier for dominate personalities to

control a brainstorming process than NGT.

Activity 1Activity 1

Large group 10 min.

Brainstorm Brainstorm Strategies to deal Strategies to deal with High impact with High impact

restraining forces.restraining forces.

Follow rules/don’t discuss initially.Follow rules/don’t discuss initially.

When Ideas run out combine When Ideas run out combine forces using one strategy to forces using one strategy to

influence two or more forces.influence two or more forces.

Which ones Which ones mustmust be be implemented to reduce or implemented to reduce or

eliminate high-impact eliminate high-impact restraining forces.restraining forces.

Now we have decided on Now we have decided on strategies for solving the strategies for solving the

problems and reaching your problems and reaching your goal.goal.

Section VISection VISetting Objectives

Converting selected strategies Converting selected strategies to objectives.to objectives.

Most high impact restraining forces have to be eliminated or reduced in order to solve a problem.

Each strategy requires separate treatment.

WRITING WRITING OBJECTIVESOBJECTIVES

Convert priority strategies to objectives.

An objective is a specific description of an outcome to be attained over an identified period of time.

AN OBJECTIVE MUST AN OBJECTIVE MUST SPELL OUT:SPELL OUT:

Audience BehaviorConditionsDegree

An objective should define An objective should define what you intend to accomplish what you intend to accomplish

as specifically as possible.as specifically as possible.

SAMPLE OBJECTIVESAMPLE OBJECTIVE

Restraining Force: Lack of top down communication

Selected Strategy: Improve quantity

Objective: Given our current system, our crew will ensure that weekly communications are obtained and fully understood by each crew member by November 1.

Recap of our progressRecap of our progressStep 1-We have identified a problem.

Step 2-We have converted the problem to a goal.

Step 3-We have analyzed the driving and restraining forces.

Step 4-We have prioritized our alternatives.

Step 5-We have converted each final strategy to an objective.

Step 6-Achieving all our objectives should ensure accomplishment of our goal.

GOALGOAL

GOAL

=

OBJ.#1 + OBJ. #2 + OBJ. #3

Walk through writing an objective for one of the strategies from the previous activity.

Audience

Behavior

Conditions

Degree

Activity 2Activity 245 min45 min

SM p. PSII-5

IG PSII-29

Section VIISection VII

Developing and Implementing

action plans.

WRITING AN ACTION PLANWRITING AN ACTION PLAN

An action plan is a step-by-step outline of work that needs to be done in order to meet the stated objective.

Each objective requires it’s own action plan.

GoalGoal==

Obj. #1 + Obj. # 2 + Obj. # 3Obj. #1 + Obj. # 2 + Obj. # 3

Action Plan Action Plan Action Plan

1. 1. 1.

2. 2. 2.

3. 3. 3.

4. 4.

ACTION PLAN ACTION PLAN REQUIREMENTSREQUIREMENTS

Determine and assign tasks Assign responsibility for monitoring Plan for evaluation Determine time frames Identify needed resources Document completion of each task

ACTION PLANACTION PLAN Date: Date: Goal: Goal: Improve top down communication for our Improve top down communication for our crewcrewObjective:Objective: Given our current system, our crew Given our current system, our crew will ensure that weekly communications are will ensure that weekly communications are obtained and fully understood by each crew obtained and fully understood by each crew member by November 1.member by November 1.

(Example on page SM PS II-7(Example on page SM PS II-7

Blank Action PlanBlank Action Plan

SM p. PSII-15

Implementing the planImplementing the plan

Now you have a set of objectives and goals. Each objective has a clear and concise action

plan. Individuals can now go to work on their

assigned action plan step. Coordination and communication are

essential. Have a plan B if it doesn’t work.

Monitoring and EvaluatingMonitoring and Evaluating

Section VIII

MONITORING THE PLANMONITORING THE PLAN

CO Needs to monitor each activity. Make sure tasks are completed

correctly and on time Amend action plan where necessary Keep work group informed

EVALUATINGEVALUATINGDID IT WORK?DID IT WORK?

Completion of the problem solving process requires an in-depth evaluation.

EVALUATIONEVALUATIONContinuedContinued

Lessons learned approach. Capitalize on strengths and weaknesses What could we have done better? Bring work group back together to

evaluate outcome and process.

EVALUATIONEVALUATIONContinuedContinued

Possible questions:Did we meet our stated goal?What did we do right?What did we do wrong?What could we have done better?

No problem ends without No problem ends without bringing to light additional bringing to light additional

problems of which you were problems of which you were unaware. unaware.

Thus the process starts again.Thus the process starts again.

Section IXSection IX

Summary

A SYSTEMATIC PROBLEM A SYSTEMATIC PROBLEM SOLVING MODELSOLVING MODEL

Identify and prioritize problems Establish goals Situation Analysis Set Objectives Develop Action Plans Implement Plans Monitor Plans Evaluate Outcomes

LEADERSHIP ONELEADERSHIP ONE

Section I Objectives

Part 4

SECTION IISECTION IIOBJECTIVESOBJECTIVES

The participant will: Discuss the necessity for having planned

meetings. Identify three types of meeting. Describe the requirements for running an

effective meeting. Analyze a meeting agenda. Take effective meeting minutes.

OVERVIEWOVERVIEW The necessity for having meetings Types and purposes of meetings The seven requirements for running

meetings. Small versus large meetings. Preparing a meeting agenda. Summarizing a meeting.

Section IIISection III

The necessity for having meetings.

A meeting is an assembly of A meeting is an assembly of persons for a specific persons for a specific

purpose.purpose.

BOTTOM LINEBOTTOM LINE

Inevitable.

Desirable.

Self-preservation oriented.

Self PreservationSelf Preservation

If you call a meeting, I’ll have to be there. Whether or not you like it meetings are inevitable and we will spend part of our work day in them.

You attend my meetings for your protection, and I attend your meetings for my protection.

LEADER OPTIONSLEADER OPTIONS

CommunicationsOptions

Oral Options

Non-Verbal

Written

Oral

One-on-one

Group Meeting

? Best

?Best

Depends on the situation.Depends on the situation.

ADVANTAGES OF GROUPADVANTAGES OF GROUP

Get discussions

Observe reactions

Explain details

Time-efficient

Have some meetings Have some meetings you attended been you attended been

more beneficial than more beneficial than others?others?

Why?Why?

Skilled leaderSkilled leader

We Can Do Better!We Can Do Better!Communicate Your Expectations!Communicate Your Expectations!

Activity 1Activity 1SM p. MT-3SM p. MT-3

Categorizing meetingsCategorizing meetings

IG MT-11

List meetings you have List meetings you have attended recently.attended recently.

Not just Fire Department.Not just Fire Department.

Record on flip chart.

Types of MeetingsTypes of Meetings

Informational :

You need to know

Decisional:

What do you recommend

Critique:

Let’s review good/bad points.

What is the most What is the most common type?common type?

Informational

Can they be a combination?Can they be a combination?

WHEN IN CHARGE TAKE WHEN IN CHARGE TAKE CHARGECHARGE

Section IVSection IV

Types and purposes of meetings

IT IS IMPORTANT TO IT IS IMPORTANT TO RECOGNIZE TYPES AND RECOGNIZE TYPES AND

PURPOSES OF MEETINGS PURPOSES OF MEETINGS IN ORDER TO:IN ORDER TO:

Get the task accomplished.– Have to know where you are headed in order to

get others there.

Get the team to work together.– Less conflict if you and participants know why

they are there.

PERCEPTIONS AND PERCEPTIONS AND EXPECTATIONSEXPECTATIONS

If similar =

PERCEPTION AND PERCEPTION AND EXPECTATIONSEXPECTATIONS

If dissimilar =

What are some What are some examples of meetings examples of meetings where perceptions did where perceptions did

not matching not matching expectations?expectations?


Ways to run or ruin a meeting.SM p. MT-5

Small Group 10 min.

IG MT-15

List ways to List ways to ruinruin a a meeting.meeting.

List ways to List ways to runrun a a meeting.meeting.

Report from groups.Report from groups.

Section VSection VSeven requirements for running

meetings.

SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS

1.Every meeting must have a purpose.

#1 Purpose#1 Purpose

If no purpose don’t meet. To determine purpose of meeting:

– Ask what are you trying to accomplish.– What is the extent of the groups control over

the final outcome.

SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING A MEETINGFOR RUNNING A MEETING

1. Every meeting must have a purpose.

2. Everything has it’s own time and place.

# 2 Time and Place# 2 Time and Place

Easy to arrange for set up, if don’t the meeting can be ruined.

Time and place for everything, if you are competing for interest attempt to reschedule.




3. Each individual is important.

IndividualIndividual

Invite everyone who should be invited and don’t invite those who should not.

Anticipate how each individual will react, and how you will respond.

Consider group dynamics. One person can ruin a meeting.

Call key players in advance. Solicit their response if not support.





4. Prepare a meeting agenda.

AgendaAgenda

Preparing a list of topics to be discussed during a meeting is a powerful leadership tool.

If you control the agenda, you control the meeting.






5. Where you sit or stand is important.

Which style gives better Which style gives better face to face?face to face?

Which style says we are Which style says we are equals? equals?

Which style gives leader Which style gives leader most influence?most influence?

PositionPosition Related to influence.

Seating arrangement changes the environment of the meeting.

Plan participation and arrange meeting accordingly.







6. Implement ground rules.

Ground RulesGround Rules

Time limits Listen more than speak Override interruptions Controlling problem individuals

PROBLEM INDIVIDUALSPROBLEM INDIVIDUALS

The show off

– Difficult question, or lets see what the group has to say.

The argumentative heckler

– Be calm, agree with good points and ask group for comments on bad points.

– Ask them for their positive view points.

Problem Individuals Problem Individuals ContCont

The Rambler– At a pause thank him/her, restate relevant

points and move on. The Enemy

– Personality Clash– Emphasize points of agreement and minimize

differences.

Problem Individuals Problem Individuals ContCont

Off-Base Participant– Take blame yourself

Say: Something I said must have led you off the subject; this is what we should discuss.

The Silent One– Ask direct easy to answer question.







6. Implement ground rules.

7. Put it in writing.

In WritingIn Writing

Keeping a written record forces clarification of the issues.

Sometimes you “kind of” have a decision but it is not clearly defined.

Summarize as you go.

What's the best way to What's the best way to summarize a meeting and summarize a meeting and

ensure action will be taken?ensure action will be taken?

Summarizing a meetingSummarizing a meeting Competent note taker Summarize as you go Ask group opinions as summarize Place summarized points on flipchart Get consensus/agreement from group on each topic The more members who participate in each topic

summary the more clear understanding all participants will have

Section VISection VI

Small versus large meetings.

SMALL Vs LARGE SMALL Vs LARGE MEETINGSMEETINGS

Seven requirements apply to both. Small meetings may be more difficult to:

>Get tasks done, and keep friendly.

>Two talk at once

>Late arriving

>Difficult to follow rules

>More interruptions

>Take Longer

Don’t be frustrated at small Don’t be frustrated at small meeting, understand they also meeting, understand they also

require planning and require planning and preparation.preparation.

THE “STAND UP” MEETINGTHE “STAND UP” MEETING

Small informal meetings Stand in circle No distractions 10 Minutes maximum Refer to notebook

Section VIISection VII

Preparing a meeting agenda

Model AgendaModel Agenda

SM p. MT-9

Template on Computer

Agenda BasicsAgenda Basics

Date, Time and Locations shown Written in short phrases Items are listed in sequence Information is not sufficient to tell you very

much.

Agenda SubtletiesAgenda Subtleties

Where does the power lie? Why?What is the importance of order?What about brainstorming the

issue?How rigidly should the agenda be

followed?

HIDDEN AGENDASHIDDEN AGENDASControversial or personal issuesStrong feelings with solutions

before discussions.

The best rule of thumb is to know that hidden agendas exist, and stick to the ground rules and the agenda.

Section VIIISection VIII

Summarizing a meeting

MEETING MINUTESMEETING MINUTES Distribute within 24 Hours Summarize each main agenda item Action items

– Decisions made

– Assignments made

Progress items– Progress on items since last meeting

– Work in progress

– Next accomplishment

The person who finalizes the The person who finalizes the minutes has considerable minutes has considerable

power.power.

Why?Why?


Summarizing a Meeting

SM p. MT-11

IG MT-39

Each student the recorder.Each student the recorder.

Each student should write a Each student should write a final copy of the minutes.final copy of the minutes.

Divide into groups and come Divide into groups and come to a consensus on the to a consensus on the

minutes. minutes. ReportReport

Was the meeting Was the meeting informational, informational,

decisional, critique, or decisional, critique, or combination?combination?

Did the Company Officer Did the Company Officer control adequately?control adequately?

Should the officer have Should the officer have taken the phone call?taken the phone call?

Which type of decision Which type of decision making style did the making style did the

officer use?officer use?

Activity 4Activity 4SummarySummary

What is you meeting IQ

SM p. MT-13

Self Test

TESTTEST

leadership one part 3 section 1-problem solving ii

Documents

brainstorming process

high restraining forces

problemsolving process

high impact restraining

company level

company performance

list of goals forces

group techniques