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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!