problem solving/ team building methodology no. m10 august, 2000
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Problem Solving/ Team Building Methodology No. M10 August, 2000. Problem Solving – Team Building (PS/TB). Objective:. To train Integration Teams to solve complex and difficult problems in a structured and openly interactive way. - PowerPoint PPT PresentationTRANSCRIPT
Problem Solving/ Team Building
Methodology No. M10
August, 2000
Problem Solving –Team Building (PS/TB)
Objective:
• To train Integration Teams to solve complex and difficult problems in a structured and openly interactive way.
• To introduce a “culturally neutral” problem solving approach where all ideas are considered important in crafting the solution.
• To build respect for the contribution of individuals and harness the power of the team to generate new and creative ideas.
• The process requires a facilitator familiar with the PS/TB process, the problem owner, a clear problem statement and an understanding of the problem’s origin and background.
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There are many “problem solving” models that teams can use to overcome barriers and build solutions.
Concrete Concept
Left Brain
Right BrainAnalytical
10-Step TQ
Imaginative
Synectics
PS/TB streamlines and combines the best elements of the various models available to teams
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Beginning(Background/
Selection)
Middle(Idea
Generation/Prioritization)
End(Develop Plan/
Strategy)
Definition
• Event AnalysisOutput
• Task Headline
Analysis
• Decision Analysis
• Explore Possibilities
Implementation
• Action Planning
• Select/Implement
Problem Solving/Decision Making: Common Elements
All sound problem solving models share the strategy of clarifying the nature of the problem before solving it.
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The PS/TB Seven Step Process
Problem Statement
IdeaSelection
Benefits/ConcernsAnalysis
WorkCritical
Concerns
Background
IdeaGeneration
1
2
3 4 5 6
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Action Plan
PS/TB is a seven step process. The steps are a natural logic that begins with understanding the organics of the problem, then brain storms ideas, Next, the team (or client) down-selects the ideas to the best answers, determines and assigns responsibility to resolve issues, and finally agrees on an action plan.
What is “Problem Solve and Team Building” Process
Structured approach to solving problems
Opportunity to build a high performing team
Iterative and participative process where the solution is greater than the sum of the ideas
Harnessing team-power, solving problems together, and agreeing on a plan forward
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Problem definition is vague
Group argues, goes off on tangents
People are unhappy with solutions
A lot of time is spent with nothing accomplished
There is no follow up or follow through on solutions
Without STRUCTURE . . . there can be unnecessary OBSTACLES to Problem Solving
Why “Problem Solve and Team Building” Is Important
Positive Behaviors for PS/TB
Headlining: Paraphrase and restate comments to assure meaning, make clear and document
In/out listening: Our attention can drift off-subject. It’s OK to say, “I was out-listening, could you say that again.
Builds on ideas: Rather that discounting someone’s idea, build- it-out with additional thinking to improve the idea
"Process Points“ Post the process point for all to see… and reference them when things get out-of-process
How To: Concerns are best stated as, ‘How best to…”
General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone
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Positive Behaviors for PS/TB
I Wish I Knew: Ideas that may need further development are best stated as, I wish I knew…”
One Meeting: When side-meetings and interruptions occur, revisit the objectives of the meeting
No idea is a bad idea: Accept and respect all ideas brought forward by the team members.
No killer phrases: Deliberate and/or subtle attacks to an individual character or judgment are our of order
Participate actively: Be interested… and interesting. Be an active contributor, draw-out less active participants
General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone
Problem-Solving and Team-Building Process
1. Headline the problem2. Provide background 3. Generate ideas4. Select ideas5. Capture benefits & concerns6. Work critical issues7. Assign tasks and plan activities
The Seven Step Process
Headline
Back-ground
IdeaGeneration
IdeaSelection
CriticalConcerns
Benefits &
Concerns
Action Plan
PS/TB
Solve problemsand get Results
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PS / TB Problem Statement
Headline the problem, task, opportunity or challenge
Problem’s owner must present a concise and accurate statement
Problem’s client should ensure the statement is action focused: How To...
Who owns theproblem and who has theaccountabilityto fix it:
Headline
PS / TB Background
Understandingthe context ofthe problemand setting thestage:
Additional information and color
Clarification and definitions
Scope, restraints or limitations
What worked before
What didn’t work before
BackgroundHeadline
PS / TB Idea Generation
New thinking, new ideas
Quantity and quality
Sparking, triggering
Build upon other’s ideas
Spontaneous creativity
Harnessing thestrength of the team. The whole isgreater than thesum of the parts:
IdeaGeneration
Headline
Back-ground
PS / TB Idea Selection
Client selects key ideas
Group related ideas
Political, rational and emotional implications
Team collaborative down selection
Build toward an action plan
The client selectsor the team votesto determine thebest ideas:
IdeaSelection
Headline
Back-ground
IdeaGeneration
PS / TB Benefits and Concerns
Capture benefits first
Capture concerns as “How-Best-To…”
Determine any“killer” concerns
Assign concerns to be worked
Insurmountableconcerns must beidentified
Benefits &Concerns
Headline
Back-ground
IdeaGeneration
IdeaSelection
PS / TB Critical Concerns
Would prevent successfulproblem solution
Would prevent the client’s next steps
If not perfect, lookfor ideas that areacceptable. Can weresolve a componentof the problem?
CriticalConcerns
Headline
Back-ground
IdeaGeneration
IdeaSelection
CriticalConcerns
Benefits &
Concerns
PS / TB Action Plan
Map tasks for path forward
Assign tasks and set a timeline
Define deliverables
Adhere to effective meeting behaviors and appropriate project management protocols.
Headline
Back-ground
IdeaGeneration
IdeaSelection
CriticalConcerns
Benefits &
Concerns
Action Plan
PS/TB
PS / TB the Next Steps
Follow-up on assignments
Solve problemsand get results
Headline
Back-ground
IdeaGeneration
IdeaSelection
CriticalConcerns
Benefits &
Concerns
Action Plan
PS/TB
Every idea is a good idea
How best to avoid rambling and side trips
How best to listen actively
How best to avoid “working” emerging issues
How best to welcome spontaneous creativity
How best to generate quantity before prioritizing for quality
Good Meeting Behaviors...a closer look
Important Caveats:
Good Meeting Behaviors...a closer look
Important Caveats:
How best to conduct only one meeting…stay focused
How best to capture benefits before the concerns
How best to learn as we go
How best to build on other’s ideas
How best to self-police criticism and nonverbal messages
How best to state things in a positive way
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Good Meeting Behaviors...a closer look
Important Caveats:
How best to avoid assumptions and hearsay
How best to offer constructive feedback
How best to distinguish intent from effect
How best to differentiate what you feel... from what you think
How best to avoid grandstanding
How best to have fun
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Good Meeting Behaviors...a closer look
Important Caveats:
How best to launch no heat-seeking missiles
How best to headline your ideas
How best to Paraphrase for quick understanding
How best to Keep the time contract
How best to not look for the fatal flaw
How best to not work a hidden agenda