Analytical Thinking Training (1)

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    5/25/12

    Managing Conflict

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    5/25/12Seven Strategies for Managing

    Conflict

    Wherever there are people, there always will be conflict. It'sa simple fact of life. Opinions vary, and miscommunicationsand misunderstandings occur. People have differing valuesand priorities, and most of us resist change. All of these

    things create conflict in our life and work. The problem is notconflict itself, but rather how we deal with it. The good newsis effective conflict management strategies can be learnedand mastered. While there are many different types ofconflict, let's discuss some strategies for managinginterpersonal conflict.

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    5/25/12Course Objectives

    Provide a fundamental understanding of how analyticalthinking works

    Identify specific tools and techniques that consultants canuse during the problem solving life cycle

    Give consultants a complete framework for managing projectissues from identification to resolution

    Presenter Adnan Baig

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    5/25/12At the end of this session, participants should be able to.

    Understand the systematic process of problem solving

    Define the issue as a starting point for your project

    Focus on the drivers behind your issue

    Know how to apply specific techniques, such asbrainstorming and root cause analysis

    Know how to test your proposed solutions before submission

    to the client

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    5/25/12Scientific Approach

    Problem

    Hypothesi

    s

    FactsAnaly

    sis

    Solution

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    5/25/12Problem Identification

    A problem becomes known when a personobserves a discrepancy between the way things are

    and the way things ought to be. Problems can beidentified through:

    Comparative/benchmarking studies

    Performance reporting - assessment of current

    performance against goals and objectives SWOT Analysis assessment of strengths,

    weaknesses, opportunities, and threats

    Complaints

    Surveys

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    5/25/12Getting to the "Root" of the Problem

    Sometimes the thing we think is a problem is not the real

    problem, so to get at the real problem, probing is necessary Root Cause Analysis is an effective method of probing it

    helps identify what, how, and why something happened

    Definition of root cause:

    Specific underlying cause Those that can reasonably be identified

    Those that management has control to fix

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    5/25/12Root Cause Analysis Technique - Five WhysFive Why's refers to the practice of asking, five

    times, why the problem exists in order to get to theroot cause of the problem

    Why?

    Why?

    Why?

    Why?

    Employee

    turnover ratehas

    beenincreasi

    ng

    Employees

    are leavingfor other

    jobs

    Employees

    are notsatisfied

    Employees

    feel thatthey are

    underpaid

    Other

    employersare paying

    highersalaries

    Why?

    Demand for

    suchemployees

    hasincreased inthe market

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    5/25/12Basic Questions to Ask in Defining the Problem (regardless of thetechnique used)

    Who is causing theproblem?

    Who says this is aproblem?

    Who are impactedby this problem?

    Etc.

    Who What

    When Why

    What will happen ifthis problem is notsolved?

    What are thesymptoms?

    What are theimpacts?

    Etc.

    When does thisproblem occur?

    When did thisproblem first startoccurring?

    Etc.

    Why is this problemoccurring?

    Why?

    Why? Etc.

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    5/25/12Formulating the Hypotheses

    Definition:

    Hypothesis is a tentative explanation for an

    observation that can be tested (i.e. proved or

    disproved) by further investigation

    Importance:

    Start at the end - Figuring out the solution to the

    problem, i.e. "hypothesizing", before you start will

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    5/25/12Issue Diagram is an effective method for breaking down problems andformulating hypotheses

    Problem

    Issue #1

    Issue #2

    Issue #3

    Hypothesis#1A

    Hypothesis#1B

    Hypothesis

    #1C

    Hypothesis#1D

    Key Questions#1C-a

    Key Questions#1C-b

    Key Questions#1C-c

    Key Questions#1C-d

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    5/25/12Issue Diagram

    Issues

    Hypotheses

    KeyQuestions

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    5/25/12Key Messages

    Issue diagrams provide a framework for brainstorming anddocumenting the issues driving the problem and identifyingthe facts (i.e. data) required to support conclusions andrecommended solutions

    Hypotheses and the key questions will help shape datacollection requirements and ensure that only relevant data iscollected

    Formulation of hypotheses and key questions is an evolvingprocess they will need to be revised as new insights anddiscoveries are made

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    5/25/12Brainstorming A Method for Identifying Issues and FormulatingHypotheses

    Brainstorming is useful when there is a wide range ofpossible issues and solutions

    Brainstorming is not appropriate for testing an idea; it is usedto generate ideas

    There are numerous brainstorming techniques, which includegroup brainstorming, individual brainstorming, andstoryboarding

    Individual brainstorming is usually not recommended unless

    time is too tight, participants are rarely available, group is toolarge, etc.

    Brainstorming can be useful for Force Field Analysis identifying all forces impacting the problem

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    5/25/12Tips for Brainstorming

    1. State the purpose and objective of the brainstormingsession from the onset

    2. Set ground rules for participants

    3. Give everyone an opportunity to participate

    4. Solicit all ideas and opinions nothing is rejected untilconsensus building takes place

    5. After exhausting all ideas, eliminate certain ideas, e.g. not

    relevant, duplicative, etc.6. Finalize outcome of the brainstorming process through

    consensus: Highest Priority, Assigning Points, etc.

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    5/25/12Summary

    Analytical Thinking follows the Scientific Approach

    Five Step Process for Consultants:

    - Define the Problem

    - Test in the form of Hypothesis

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    5/25/12Questions and Comments

    Thank you!