problem solving skills
TRANSCRIPT
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Building Leadership Skills:Building Leadership Skills:
Problem-Solving Problem-Solving and Decision-Makingand Decision-Making
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Not All Decisions Require Not All Decisions Require Equal AttentionEqual Attention
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Decision InsuranceDecision Insurance
1. Define the problem2. Gather additional data3. Lay it all out 4. Identify your options5. Evaluate your options6. Make your decision7. Move forward
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Step #1:Step #1:Define the ProblemDefine the Problem
What? Where?How?When?With whom?Why?
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For a Complex ProblemFor a Complex Problem
Break it downVerify with othersPrioritize
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Describe the Desired Outcome(s)Describe the Desired Outcome(s)
Define the solved state:
Here’s what should be happening…
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Identify Specific, Identify Specific, Measurable GoalsMeasurable Goals
What are we trying toAchieve?Preserve?Avoid?Eliminate?
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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
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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?
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Step #2:Step #2:Gather Additional DataGather Additional Data
BroadObjectiveVerifiableRelevant
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BewareBeware
Hearsay/rumorOpinionWishful thinkingLabeling the problem Blaming/scapegoatingVivid but minor evidence
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Look Outside the Library Look Outside the Library as Well as Inas Well as In
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Don’t OverlookDon’t Overlook
Your own beliefs and biasesYour own (possible) role in the
situation
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How Much Information Is How Much Information Is Enough?Enough?
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Just Be Sure YouJust Be Sure YouCover the BasesCover the Bases
Bouncing around is natural
More information may accrue over time
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Step #3:Step #3:Lay It All OutLay It All Out
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Pareto AnalysisPareto Analysis
“80/20 rule”Focus on
numerical dataUse to identify
which situations are most common
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Mind MappingMind Mapping
Free-form note takingAny kind of informationUse to show how different facts relate
to the problemand to each other
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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.
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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?
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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?
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Situation:Situation:Something’s Gone WrongSomething’s Gone Wrong
Find and correct the changes that account for the fall-off in results.
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Situation:Situation:Increased – or Changing – Increased – or Changing –
Expectations Expectations
Find new ways of operating.
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Situation:Situation:The Double Whammy The Double Whammy
Find ways to reengineer the system – correct and invent.
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Situation:Situation:It Never Did Work Right It Never Did Work Right
Find ways to overhaul – or completely rebuild.
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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
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Be Sure to IncludeBe Sure to Include
Current approachSomething newSomething fun
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Step #5:Step #5:Evaluate Your OptionsEvaluate Your Options
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Check SheetCheck Sheet
Option1
Option2
Option3
Option4
Desired Outcome
Desired Outcome
Desired Outcome
Desired Outcome
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SWOT: SWOT: Strengths – Weaknesses – Strengths – Weaknesses –
Opportunities – ThreatsOpportunities – Threats
PMI:PMI:Plus – Minus - InterestingPlus – Minus - Interesting
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Six Thinking HatsSix Thinking Hats
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Think Through Think Through Risks and ConsequencesRisks and Consequences
Reversible?Pilot-able?Timely?Politically sensitive?
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Special Challenges in Many Special Challenges in Many Library EnvironmentsLibrary Environments
PerfectionismCatastrophizingMixed feelings
about success
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Step #6:Step #6:Make Your DecisionMake Your Decision
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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?
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Take Time to Write a Brief Take Time to Write a Brief Summary of Your ProcessSummary of Your Process
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Step #7:Step #7:Move ForwardMove Forward
Communicate the decision/solutionPlan the implementationMonitor resultsLearn as you go
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When Things Go WrongWhen Things Go Wrong
Work each problemRe-prioritize if
necessaryMaintain focus on
desired outcomesAfter a fair trial, change
options