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