Identify critical / potential problems & identify implement resolutions 2013 v1.2 slidesahre

IDENTIFY CRITICAL/POTENTIAL PROBLEMS& IMPLEMENT RESOLUTION STRATEGIES

MATT KESBY

KESBY.CO

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COURSE INTENTION

Insights, knowledge and tools and to identify / prevent and deal with issues.

Time out to review what are some of the problems you are currently facing.

Past problems that have provided lessons learned.

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FOUNDATION

Albert Eistein & Peter Drucker

Questions Remain the same, answers & strategies will change

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FOUNDATIONMany great minds

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FOUNDATION

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TrulyGeneric

Truly ExceptionalTruly Unique

Problem Types?

• Drucker 4 Types of Problems

Early manifestation of a new generic problem

Generic but unique to the institution

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FOUNDATION

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Problem Types?

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WELCOME

Hi my name is________

My role is____________

One Critical, Potential OR Current problem I am facing is

__________________________________________________________________________

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1.PROBLEM FINDING

2.PROBLEM RESOLVING

IDENTIFY CRITICAL/POTENTIAL PROBLEMS

IMPLEMENT RESOLUTION STRATEGIES

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1.1 Become an Ethnographer

1.2 Hunt for patterns

1. 3 Be aware of Filtering

1. 5 The Problem Finders Challenge

1. 6 Develop Alertness

1. 7 Celebrate Useful Failures

1. 8 Improve how we Talk & Listen

1. 4 Activate your Brain as your Weapon

1.PROBLEM FINDINGIDENTIFY CRITICAL/POTENTIAL PROBLEMS

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•Focus Groups

• like chain saws

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PROBLEM FINDING

•Focus Groups

• like chain saws

•Modern day "Undercover Boss"

• Focus Groups

• like chain saws

• Modern day "Undercover Boss"

• Say one thing - do another…why?

• Focus Groups

• like chain saws



• Leading Questions

• Presuppositions

• taken for granted assumptions

• Group Dynamics

• Unconscious mind

• Focus Groups

• like chain saws



• Leading Questions

• Presuppositions

• taken for granted assumptions

• Group Dynamics

• Unconscious mind

• Espoused Theory Vs Theory in Use

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• Warning - people change when being observed (Theory in use can shift to Espoused Theory)

• undercover boss…and the cameras

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PROBLEM FINDING

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Subject & Objective Truths

• The world is flat (disproved in empirical action by Christopher Columbus and Ferdinand Magellan).

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PROBLEM FINDING



• Gorillas are murderous beasts (disproved empirically by Diane Fossey).




• The earth is the center of our universe (disproved empirically by Nikolaus Kopernikus).





• The British were meant to rule India (disproved empirically by Mahatma Gandhi).





• The British were meant to rule India (disproved empirically by Mahatma Gandhi).

• Only men could make good pilots, women being too feeble/fragile to do it (disproved empirically by Amelia Earhart).

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• HONING POWERS OF OBSERVATION• Get out & LOOK…not just manage by walking around• Careful systematic observers. People, process,

facilities

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1.2 Hunt for Patterns

PROBLEM FINDING

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PRINCIPLES OF EFFECTIVE OBSERVATION

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Do’s Don’ts

Try to wipe away preconceived notions before you start observing

Begin with a strong expectation of what you expect to see.

Collect observations under different circumstances and from varied perspectives.

Draw major conclusions from a very small and/or biased sample of observations.

Seek informants wisely Rely on the lone voice of a so-called expert

Take good notes, including quotes from key conversations, and collect important artifacts.

Try to commit everything to memory.

Engage in active listening Ask leading questions

Keep systematic track of observations that surprise you or contradict your prior beliefs

Seek and record data primarily to prove a preexisting hypothesis

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PROBLEM FINDING

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Active listening + local vocabulary

Notes Feelings & Impressions

Objective/Factual

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PROBLEM FINDING

TOOL: OBSERVATION SHEET

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USEFUL TOOLS

PROBLEM FINDING

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USEFUL TOOLS

PROBLEM FINDING

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USEFUL TOOLS

PROBLEM FINDING

• Efficiency Concerns

• Leaders want proactive

• FaceTime is limited

• Pressures for conformity

• Confirmation Bias

• Advocacy

• bolster

• withhold

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1.3 Filtering

PROBLEM FINDING

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Strategy Description

Listen with your own ears

Create regular opportunities for direct candid conversations between key constituents and senior leaders. Hold executives accountable for responding to the concerns they hear.

Seek different voices

Rotate responsibilities for key reports and presentations. Ask to meet with different people from lower levels of the organisation. Seek out the people who actually so the work or use the product.

Connect with young people

Seek out the youngest and the brightest inside & outside your organisation. Learn new trends and technologies.

Go to the periphery

Communicate with employees in distant geographical regions, units exploring new technologies, or small new ventures trying to get off the ground outside the firm’s core market. Focus on the disconnects between what people are saying at the core versus versus the periphery of the business.

Talk to the “nons”

Make it a habits to speak with the non-customers, non-employees and non-suppliers – those who choose not to interact with the organisation for some reasons.

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1.3 Filtering

PROBLEM FINDING

5 STRATEGIES FOR CIRCUMVENTING FILTERS

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1.4 The Brain as Your Weapon

PROBLEM FINDING

Left & Right• The Symphony approach - RB• Radiant Thinking, Right Brain• Meditation - building the Monk Muscle

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PROBLEM FINDING

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Communication• Verbal - Active Listening• Non Verbal

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PROBLEM FINDING

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PROBLEM FINDING

• Knowing what questions to ask...Dig deeper

• What else would we like to know in order to make a

good decision?

• Have we made some assumptions that could be

validated through additional information gathering?

• Would additional data resolve the differences of opinion

within the group?

• Where could we find that information?

• Does anyone have access to that type of data?

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PROBLEM FINDING

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• Knowing what questions to ask...Keeping it simple

•Why?

•Why?

•Why?

•Why?

•Why?

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Knowing what questions to ask...Scrutinising Our Assumptions 7 Key Questions

• 1. What are the facts in this situation?

• 2. What issues remain ambiguous or uncertain?

• 3. What explicit and implicit assumptions have we

made?

• 4. Have we confused facts with assumptions?

• 5. How would an outsider with an unbiased

perspective evaluate each of our assumptions?

• 6.How would our conclusions change is each of our

key assumptions proves incorrect?

• 7. Can we collect data, conduct a simple experiment,

or perform certain analysis to validate or disprove

crucial assumptions? 2 8PR

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PROBLEM FINDING

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Sixth Sense - Intuition

• Thin Slicing, Blink Malcolm Gladwell

• Building your sixth sense muscle

• Subconscious (the Brain's periphera

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PROBLEM FINDING

Sixth Sense - Intuition

• Thin Slicing, Blink Malcolm Gladwell

• Building your sixth sense muscle

• Subconscious (the Brain's peripheral vision)

• Throwing a tennis ball

& catching with reflex response

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PROBLEM FINDING

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Mind Maps

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USEFUL TOOLS

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PROBLEM FINDING

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Time Matrix

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1.5 The Problem Finders Challenge

PROBLEM FINDING

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Risk Vs Reward• FireFighting Crack Junkies• Q1,2,3

Make problem identification a Q2 NOT Q3 Activity

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1.5 The Problem Finders Challenge

PROBLEM FINDING

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• Systems• DEFCON• Air Raid Sirens• Code Blue• ON AIR Sign• Early warning/detection• Communication - Traffic

Lights

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Switching on your heightened Awareness

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1.6 Develop Alertness Systems

PROBLEM FINDING

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Switching on your heightened Awareness

Defence condition

Exercise term Description Readiness

Colour

DEFCON 1

COCKED PISTOL

Nuclear war is imminent

Maximum readiness

White

DEFCON 2

FAST PACE[3]

Next step to nuclear war

War readiness

Red

DEFCON 3

ROUND HOUSE

Increase in force readiness above that required for normal readiness

Medium readiness

Yellow

DEFCON 4

DOUBLE TAKE

Increased intelligence watch and strengthened security measures

Above normal readiness

Green

DEFCON 5

FADE OUT

Lowest state of readiness

Normal readiness

Blue

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PROBLEM FINDING

Managing yourself• Mental / Mind / To Learn• Physical / Body / Live• Social/Emotional / Heart / To Love• Spiritual / Spirit / To Leave a Legacy

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The 8th Habit, Stephen Covey

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PROBLEM FINDING

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Dyson

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“I made 5,127 prototypes of my vacuum before I got it right.”

“There were 5,126 failures, but I learned from each one. That’s how I came up with a solution. So I don’t mind failure.” James Dyson

Net worth >$1.6B

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1.7 Celebrate Useful Failures

PROBLEM FINDING

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Alessi

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PROBLEM FINDING

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Walking the Talk - OK to fail

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PROBLEM FINDING

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• blameless reporting system

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IDEO Fail soon fail often

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IDEO Fail soon fail often

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PROBLEM FINDING

Scientific method

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How to assess failures Fig 6.1

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PROBLEM FINDING

Before the Failure During the Failure After the Failure

- What process did theyemploy to formulatetheir plan?- Did they conduct aneffective pilot, ifpossible?- Did they seek to learnfrom similar past projects?

- Did they measureprogresssystematically?- Did they adapt theiroriginal plan based oninterim feedback?- Did they throw goodmoney after bad?

- Did they acceptpersonal responsibility?- Did they try to learn asmuch as possible from the failure?- Did they salvage anytangible and/orintangible assets from the failure?

Tenerife Tragedy 1977

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1.8 Improve how we Talk & Listen

PROBLEM FINDING

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PROBLEM FINDING

• Communication Errors

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PROBLEM FINDING

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Interpersonal Communication - Leaders as Teachers

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1. Opening or attention getter - Address the individual. "Hey Chief," or "Captain Smith," or "Bob," or whatever name or title will get the person's attention.

2. State your concern - Express your analysis of the situation in a direct manner while owning your emotions about it. "I'm concerned that we may not have enough fuel to fly around this storm system," or "I'm worried that the roof might collapse."

3. State the problem as you see it - "We're only showing 40 minutes of fuel left," or "This building has a lightweight steel truss roof, and we may have fire extension into the roof structure."

4. State a solution - "Let's divert to another airport and refuel," or "I think we should pull some tiles and take a look with the thermal imaging camera before we commit crews inside."

5. Obtain agreement (or buy-in) - "Does that sound good to you, Captain?"

Crew Resource Management

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PROBLEM FINDING

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PROBLEM FINDING

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PROBLEM FINDING

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PROBLEM FINDING

• Hand overs - critical if information missed

• Teach to speak up when they spot problems

• Listen effectively

• Hand overs - "a few simple communication strategies"

• EXERCISE: In table groups. Pick a situation where people in your team are required to complete a hand over. Brainstorm a hand over check list for a specific situation. Table leader prepare to share your approach.

• Briefings - structural concepts to improve communication

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PROBLEM FINDING

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1.PROBLEM FINDING

2.PROBLEM RESOLVING

IDENTIFY CRITICAL/POTENTIAL PROBLEMS

IMPLEMENT RESOLUTION STRATEGIES

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2.1 Rally the troops

2.2 Define the Problem & Design solution together

2.3 Execute against the plan

2.4 Celebrate Success / Close Out

2.PROBLEM RESOLVINGIMPLEMENT RESOLUTION STRATEGIES

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The Persuasion Cycle

Communication - Check willingness

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2.1 Rally the Troops

Trust 13 Behaviours

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• Character:• 1. Talk Straight• 2. Demonstrate Respect• 3. Create Transparency• 4. Right Wrong• 5. Show Loyalty

• Competence• 6. Deliver Results• 7. Get Better• 8. Confront Reality• 9. Clarify Expectations• 10. Practice Accountability

• Character and Competence• 11. Listen First• 12. Keep Commitments• 13. Extend Trust

The Speed of Trust, Stephen MR Covey

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2.1 Rally the Troops

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•What’s the REAL problem?

•What's the Goal?

•Engage, clarify relationship

•Agree & commit (WIN:WIN

agreements)

•Update

•Account

•Celebrate (closer)

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2.2 Define the Problem & Design solution together

COMMON MISTAKES

Problem defined too broadly or narrowly

Focus on symptoms instead of causes

Wrong problem selected. (Easiest Vs Most Important)

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•Methodology

Project Management

The 4 Disciplines of Execution

TQM

Flow chart

White board

Check list

....

WATCH OUT

URGENCY

TRUMPS

IMPORTANCE

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2.3 Execute against the plan

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•Why is celebrating success / closing

out important?

•Brainstorm ways to celebrate success

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2.4 Celebrate / close out

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WIN:WIN Agreements for implementing resolution strategies

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Agreement Between:For:Time Period:Contribution Statement:

Desired ResultsWhat are the goals, measures, deadlines and weighting?

GuidelinesWhat key criteria, standards, policies, or procedures should be followed?

ResourcesWhat people, budget, and tools are available

AccountabilityHow will we give feedback? How often?

ConsequencesWhat are the rewards if the agreement is fulfilled?

What are the consequences if the agreement is not fulfilled?

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EXERCISE & CASE STUDY

Identify Critical / Potential ProblemTable Group Exercise

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FLOODS BRISBANE[EXERCISE]

• Knowing what questions to ask...• What else would we like to know in order to make a good

decision?• Have we made some assumptions that could be validated

through additional information gathering?• Would additional data resolve the differences of opinion within

the group?• Where could we find that information?• Does anyone have access to that type of data?

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Identify Critical ProblemTable Group Exercises re Floods

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• Knowing what questions to ask...• Scrutinising Our Assumptions 7 Key Questions

• 1. What are the facts in this situation?

• 2. What issues remain ambiguous or uncertain?

• 3. What explicit and implicit assumptions have we made?

• 4. Have we confused facts with assumptions?

• 5. How would an outsider with an unbiased perspective evaluate

each of our assumptions?

• 6.How would our conclusions change is each of our key

assumptions proves incorrect?

• 7. Can we collect data, conduct a simple experiment, or perform

certain analysis to validate or disprove crucial assumptions?

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• Discuss at table groups• What are our options?• What would you choose to do & why?• Brain Storm & Mind Map your table’s plan• Have a leader from each table report

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Round 1: Collaborate & Mind Map your resolution strategy

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videovideo


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1. Opening or attention getter

2. State your concern

3. State the problem as you see it

4. State a solution

5. Obtain agreement (or buy-in)


Round 2: Complete CRM Questions

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Implement Resolution Strategy

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4DX in nature

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5 HOURS LATER

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THANK-YOU

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Next Steps

Register for your online access

KESBY.CO/IDENTIFYANDSOLVE

CONTACT [email protected]

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Technology

Identify critical / potential problems & identify implement resolutions 2013 v1.2 slidesahre