leadership one part 3 problem solving ii.. objectives l complete the force field analysis begun...
TRANSCRIPT
LEADERSHIP ONELEADERSHIP ONE
PART 3
Problem solving II.
OBJECTIVESOBJECTIVES Complete the force field analysis begun
during Problem-Solving 1. Demonstrate brainstorming. Describe the steps that must be carried out
in a problem-solving process after the problem has been identified and analyzed.
OVERVIEWOVERVIEW Review of Problem-Solving 1 Review and continuation of Force
Field Analysis Brainstorming Generating Alternative Strategies.
OVERVIEW (cont).OVERVIEW (cont). Setting Objectives Developing and implementing action
plans Monitoring and evaluating
Section ISection I
Review of Problem Solving I
CO ResponsibilitiesCO Responsibilities Know relationship between resources
(inputs) and services (outputs). Establish and maintain effective
processes at the company level. Identify and solve problems.
RECOGNIZING A RECOGNIZING A PROBLEMPROBLEM
Gap between what is desired and what actually exists.
Greater the gap greater the problem.
PARTICIPATION IN PARTICIPATION IN PROBLEM IDENTIFICATIONPROBLEM IDENTIFICATION
Three levels: None (CO works alone) Some (CO gets input) Lots (CO and company work together)
CHECKING PRIORITIESCHECKING PRIORITIES
If solving the problem will not have a direct or indirect impact on company performance, cost of operation, or quality of service, then it is questionable as a valid priority.
NGT helpful with this.
PROBLEM-SOLVING PROBLEM-SOLVING METHODSMETHODS
IntuitiveMinimum effortPolitically basedSystematic
A SYSTEMATIC PROBLEM A SYSTEMATIC PROBLEM SOLVING MODELSOLVING MODEL
Identify and Prioritize ProblemsEstablish Goals
Situation A
nalysis
Set Obje
ctive
s
Develop Action Plans
Implement Plans
Mon
itor
Pla
ns
Evalua
te
A GOAL IS A BROAD A GOAL IS A BROAD STATEMENT OF STATEMENT OF WHAT YOU WISH TO WHAT YOU WISH TO ACCOMPLISH ACCOMPLISH Realistic, Important, & ChallengingRealistic, Important, & Challenging
SITUATIONAL SITUATIONAL ANALYSISANALYSIS
Determine causal factors. Identify assetsExplore alternative strategiesPrioritize
Section IISection II
Review and continuation of
Force Field Analysis
FORCE FIELD FORCE FIELD ANALYSISANALYSIS
Useful way to identifying pressures for and against reaching your goal.
List of goals forces generated List of goals forces generated in Problem Solving Iin Problem Solving I
(For 1998)(For 1998)1. Communication1. Communication2. Resources---$---Pay2. Resources---$---Pay3. Attitude---Morale3. Attitude---Morale
What method lists What method lists ++ and and --of each goal.of each goal.
Driving Forces Restraining Forces
The G
oal
Final step is to estimate your Final step is to estimate your ability to influence the forces, ability to influence the forces, particularly those which have particularly those which have
high strength.high strength.
The
Goa
lHigh
Med
Med
Small
High
High
Small
Med
Driving Restraining
ExampleExample
1. Lack of “hands-on” Experience.
2. Improper radio communications.
3. Not aggressive enough.
4. Failure to wear PPE.
5. Lack of carrying in tools.
Access your ability to Access your ability to influence high restraining influence high restraining
forces, and concentrate on forces, and concentrate on those.those.
If you can reduce or eliminate high impact restraining forces you can reach your goal.
If not, reconsider whether working on the problem at the company level will be successful. (* those that CO can effect)
Generate alternatives and group like restraining forces.
Two group techniques:Two group techniques:
NGT
Brainstorming
Section IIISection III
Brainstorming
How many are familiar with How many are familiar with brainstorming?brainstorming?
What are the general rules?What are the general rules?
BRAINSTORMINGBRAINSTORMING Record all Ideas Anyone can speak No criticism Encourage far-fetched ideas Piggy-backing Evaluate and prioritize after all ideas are
listed.
What is the primary What is the primary differences between differences between
NGT and Brainstorming?NGT and Brainstorming?
DifferencesDifferences
Brainstorming is Faster. Brainstorming uses a more random and
unstructured process. Participation is encouraged in
brainstorming, but not ensured. It is easier for dominate personalities to
control a brainstorming process than NGT.
Section IVSection IVSetting Objectives
Converting selected strategies Converting selected strategies to objectives.to objectives.
Most high impact restraining forces have to be eliminated or reduced in order to solve a problem.
Each strategy requires separate treatment.
WRITING WRITING OBJECTIVESOBJECTIVES
Convert priority strategies to objectives.
An objective is a specific description of an outcome to be attained over an identified period of time.
AN OBJECTIVE MUST AN OBJECTIVE MUST SPELL OUT:SPELL OUT:
Audience BehaviorConditionsDegree
An objective should define An objective should define what you intend to accomplish what you intend to accomplish
as specifically as possible.as specifically as possible.
SAMPLE OBJECTIVESAMPLE OBJECTIVE
Restraining Force: Lack of top down communication
Selected Strategy: Improve quantity
Objective: Given our current system, our crew will ensure that weekly communications are obtained and fully understood by each crew member by November 1.
Recap of our progressRecap of our progressStep 1-We have identified a problem.
Step 2-We have converted the problem to a goal.
Step 3-We have analyzed the driving and restraining forces.
Step 4-We have prioritized our alternatives.
Step 5-We have converted each final strategy to an objective.
Step 6-Achieving all our objectives should ensure accomplishment of our goal.
GOALGOAL
GOAL
=
OBJ.#1 + OBJ. #2 + OBJ. #3
Activity 2Activity 245 min45 min
SM p. PSII-5
IG PSII-29
Section VSection V
Developing and Implementing
action plans.
WRITING AN ACTION PLANWRITING AN ACTION PLAN
An action plan is a step-by-step outline of work that needs to be done in order to meet the stated objective.
Each objective requires it’s own action plan.
GoalGoal==
Obj. #1 + Obj. # 2 + Obj. # 3Obj. #1 + Obj. # 2 + Obj. # 3
Action Plan Action Plan Action Plan
1. 1. 1.
2. 2. 2.
3. 3. 3.
4. 4.
ACTION PLAN ACTION PLAN REQUIREMENTSREQUIREMENTS
Determine and assign tasks Assign responsibility for monitoring Plan for evaluation Determine time frames Identify needed resources Document completion of each task
ACTION PLANACTION PLAN Date: Date: Goal: Goal: Improve top down communication for our Improve top down communication for our crewcrewObjective:Objective: Given our current system, our crew Given our current system, our crew will ensure that weekly communications are will ensure that weekly communications are obtained and fully understood by each crew obtained and fully understood by each crew member by November 1.member by November 1.
(Example on page SM PS II-7(Example on page SM PS II-7
Blank Action PlanBlank Action Plan
SM p. PSII-15
Implementing the planImplementing the plan
Now you have a set of objectives and goals. Each objective has a clear and concise action
plan. Individuals can now go to work on their
assigned action plan step. Coordination and communication are
essential. Have a plan B if it doesn’t work.
Monitoring and EvaluatingMonitoring and Evaluating
Section VI
MONITORING THE PLANMONITORING THE PLAN
CO Needs to monitor each activity. Make sure tasks are completed
correctly and on time Amend action plan where necessary Keep work group informed
EVALUATINGEVALUATINGDID IT WORK?DID IT WORK?
Completion of the problem solving process requires an in-depth evaluation.
EVALUATIONEVALUATIONContinuedContinued
Lessons learned approach. Capitalize on strengths and weaknesses What could we have done better? Bring work group back together to
evaluate outcome and process.
EVALUATIONEVALUATIONContinuedContinued
Possible questions:Did we meet our stated goal?What did we do right?What did we do wrong?What could we have done better?
No problem ends without No problem ends without bringing to light additional bringing to light additional
problems of which you were problems of which you were unaware. unaware.
Thus the process starts again.Thus the process starts again.
Section VIISection VII
Summary
A SYSTEMATIC PROBLEM A SYSTEMATIC PROBLEM SOLVING MODELSOLVING MODEL
Identify and prioritize problems Establish goals Situation Analysis Set Objectives Develop Action Plans Implement Plans Monitor Plans Evaluate Outcomes
end
LEADERSHIP ONELEADERSHIP ONERunning a MeetingRunning a Meeting
Objectives
Part 4
OBJECTIVESOBJECTIVESThe participant will: Discuss the necessity for having planned
meetings. Identify three types of meeting. Describe the requirements for running an
effective meeting. Analyze a meeting agenda. Take effective meeting minutes.
OVERVIEWOVERVIEW The necessity for having meetings Types and purposes of meetings The seven requirements for running
meetings. Small versus large meetings. Preparing a meeting agenda. Summarizing a meeting.
Section ISection I
The necessity for having meetings.
A meeting is an assembly of A meeting is an assembly of persons for a specific persons for a specific
purpose.purpose.
BOTTOM LINEBOTTOM LINE
Inevitable.
Desirable.
Self-preservation oriented.
Self PreservationSelf Preservation
If you call a meeting, I’ll have to be there. Whether or not you like it meetings are inevitable and we will spend part of our work day in them.
You attend my meetings for your protection, and I attend your meetings for my protection.
LEADER OPTIONSLEADER OPTIONS
CommunicationsOptions
Oral Options
Non-Verbal
Written
Oral
One-on-one
Group Meeting
? Best
?Best
Depends on the situation.Depends on the situation.
ADVANTAGES OF GROUPADVANTAGES OF GROUP
Get discussions
Observe reactions
Explain details
Time-efficient
Have some meetings Have some meetings you attended been you attended been
more beneficial than more beneficial than others?others?
Why?Why?
Skilled leaderSkilled leader
We Can Do Better!We Can Do Better!Communicate Your Expectations!Communicate Your Expectations!
Activity 1Activity 1SM p. MT-3SM p. MT-3
Categorizing meetingsCategorizing meetings
IG MT-11
List meetings you have List meetings you have attended recently.attended recently.
Not just Fire Department.Not just Fire Department.
Record on flip chart.
Types of MeetingsTypes of Meetings
Informational :
You need to know
Decisional:
What do you recommend
Critique:
Let’s review good/bad points.
What is the most What is the most common type?common type?
Informational
Can they be a combination?Can they be a combination?
WHEN IN CHARGE TAKE WHEN IN CHARGE TAKE CHARGECHARGE
Section IISection II
Types and purposes of meetings
IT IS IMPORTANT TO IT IS IMPORTANT TO RECOGNIZE TYPES AND RECOGNIZE TYPES AND
PURPOSES OF MEETINGS PURPOSES OF MEETINGS IN ORDER TO:IN ORDER TO:
Get the task accomplished.– Have to know where you are headed in order to
get others there.
Get the team to work together.– Less conflict if you and participants know why
they are there.
PERCEPTIONS AND PERCEPTIONS AND EXPECTATIONSEXPECTATIONS
If similar =
PERCEPTION AND PERCEPTION AND EXPECTATIONSEXPECTATIONS
If dissimilar =
What are some What are some examples of meetings examples of meetings where perceptions did where perceptions did
not matching not matching expectations?expectations?
Activity 2Activity 2
Ways to run or ruin a meeting.SM p. MT-5
Small Group 10 min.
IG MT-15
List ways to List ways to ruinruin a a meeting.meeting.
List ways to List ways to runrun a a meeting.meeting.
Report from groups.Report from groups.
Section IIISection IIISeven requirements for running
meetings.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1.Every meeting must have a purpose.
#1 Purpose#1 Purpose
If no purpose don’t meet. To determine purpose of meeting:
– Ask what are you trying to accomplish.– What is the extent of the groups control over
the final outcome.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING A MEETINGFOR RUNNING A MEETING
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
# 2 Time and Place# 2 Time and Place
Easy to arrange for set up, if don’t the meeting can be ruined.
Time and place for everything, if you are competing for interest attempt to reschedule.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
3. Each individual is important.
IndividualIndividual
Invite everyone who should be invited and don’t invite those who should not.
Anticipate how each individual will react, and how you will respond.
Consider group dynamics. One person can ruin a meeting.
Call key players in advance. Solicit their response if not support.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
3. Each individual is important.
4. Prepare a meeting agenda.
AgendaAgenda
Preparing a list of topics to be discussed during a meeting is a powerful leadership tool.
If you control the agenda, you control the meeting.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
3. Each individual is important.
4. Prepare a meeting agenda.
5. Where you sit or stand is important.
open
Which style gives better Which style gives better face to face?face to face?
Which style says we are Which style says we are equals? equals?
Which style gives leader Which style gives leader most influence?most influence?
PositionPosition Related to influence.
Seating arrangement changes the environment of the meeting.
Plan participation and arrange meeting accordingly.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
3. Each individual is important.
4. Prepare a meeting agenda.
5. Where you sit or stand is important.
6. Implement ground rules.
Ground RulesGround Rules
Time limits Listen more than speak Override interruptions Controlling problem individuals
PROBLEM INDIVIDUALSPROBLEM INDIVIDUALS
The show off
– Difficult question, or lets see what the group has to say.
The argumentative heckler
– Be calm, agree with good points and ask group for comments on bad points.
– Ask them for their positive view points.
Problem Individuals Problem Individuals ContCont
The Rambler– At a pause thank him/her, restate relevant
points and move on. The Enemy
– Personality Clash– Emphasize points of agreement and minimize
differences.
Problem Individuals Problem Individuals ContCont
Off-Base Participant– Take blame yourself
Say: Something I said must have led you off the subject; this is what we should discuss.
The Silent One– Ask direct easy to answer question.
SEVEN REQUIREMENTS SEVEN REQUIREMENTS FOR RUNNING MEETINGSFOR RUNNING MEETINGS
1. Every meeting must have a purpose.
2. Everything has it’s own time and place.
3. Each individual is important.
4. Prepare a meeting agenda.
5. Where you sit or stand is important.
6. Implement ground rules.
7. Put it in writing.
In WritingIn Writing
Keeping a written record forces clarification of the issues.
Sometimes you “kind of” have a decision but it is not clearly defined.
Summarize as you go.
What's the best way to What's the best way to summarize a meeting and summarize a meeting and
ensure action will be taken?ensure action will be taken?
Summarizing a meetingSummarizing a meeting Competent note taker Summarize as you go Ask group opinions as summarize Place summarized points on flipchart Get consensus/agreement from group on each topic The more members who participate in each topic
summary the more clear understanding all participants will have
Section IVSection IV
Small versus large meetings.
SMALL Vs LARGE SMALL Vs LARGE MEETINGSMEETINGS
Seven requirements apply to both. Small meetings may be more difficult to:
>Get tasks done, and keep friendly.
>Two talk at once
>Late arriving
>Difficult to follow rules
>More interruptions
>Take Longer
Don’t be frustrated at small Don’t be frustrated at small meeting, understand they also meeting, understand they also
require planning and require planning and preparation.preparation.
THE “STAND UP” MEETINGTHE “STAND UP” MEETING
Small informal meetings Stand in circle No distractions 10 Minutes maximum Refer to notebook
Section VSection V
Preparing a meeting agenda
Model AgendaModel Agenda
SM p. MT-9
Template on Computer
Agenda BasicsAgenda Basics
Date, Time and Locations shown Written in short phrases Items are listed in sequence Information is not sufficient to tell you very
much.
Agenda SubtletiesAgenda Subtleties
Where does the power lie? Why?What is the importance of order?What about brainstorming the
issue?How rigidly should the agenda be
followed?
HIDDEN AGENDASHIDDEN AGENDASControversial or personal issuesStrong feelings with solutions
before discussions.
The best rule of thumb is to know that hidden agendas exist, and stick to the ground rules and the agenda.
Section VISection VI
Summarizing a meeting
MEETING MINUTESMEETING MINUTES Distribute within 24 Hours Summarize each main agenda item Action items
– Decisions made
– Assignments made
Progress items– Progress on items since last meeting
– Work in progress
– Next accomplishment
The person who finalizes the The person who finalizes the minutes has considerable minutes has considerable
power.power.
Why?Why?
Activity 3Activity 3
Summarizing a Meeting
SM p. MT-11
IG MT-39
Each student the recorder.Each student the recorder.
Each student should write a Each student should write a final copy of the minutes.final copy of the minutes.
Divide into groups and come Divide into groups and come to a consensus on the to a consensus on the
minutes. minutes. ReportReport
Was the meeting Was the meeting informational, informational,
decisional, critique, or decisional, critique, or combination?combination?
Did the Company Officer Did the Company Officer control adequately?control adequately?
Should the officer have Should the officer have taken the phone call?taken the phone call?
Which type of decision Which type of decision making style did the making style did the
officer use?officer use?
Activity 4Activity 4SummarySummary
What is you meeting IQ
SM p. MT-13
Self Test
TESTTEST
end