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