identify critical / potential problems & identify implement resolutions 2013 v1.2 slidesahre
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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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1.1 Become an Ethnographer
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
• Modern day "Undercover Boss"
• Say one thing - do another…why?
• Leading Questions
• Presuppositions
• taken for granted assumptions
• Group Dynamics
• Unconscious mind
• Focus Groups
• like chain saws
• Modern day "Undercover Boss"
• Say one thing - do another…why?
• 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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1.1 Become an Ethnographer
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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1.1 Become an Ethnographer
PROBLEM FINDING
Subject & Objective Truths
• The world is flat (disproved in empirical action by Christopher Columbus and Ferdinand Magellan).
• Gorillas are murderous beasts (disproved empirically by Diane Fossey).
Subject & Objective Truths
• The world is flat (disproved in empirical action by Christopher Columbus and Ferdinand Magellan).
• Gorillas are murderous beasts (disproved empirically by Diane Fossey).
• The earth is the center of our universe (disproved empirically by Nikolaus Kopernikus).
Subject & Objective Truths
• The world is flat (disproved in empirical action by Christopher Columbus and Ferdinand Magellan).
• 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).
Subject & Objective Truths
• The world is flat (disproved in empirical action by Christopher Columbus and Ferdinand Magellan).
• 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).
• 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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1.2 Hunt for Patterns
PROBLEM FINDING
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Active listening + local vocabulary
Notes Feelings & Impressions
Objective/Factual
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1.2 Hunt for Patterns
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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1.4 The Brain as Your Weapon
PROBLEM FINDING
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Communication• Verbal - Active Listening• Non Verbal
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1.4 The Brain as Your Weapon
PROBLEM FINDING
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1.4 The Brain as Your Weapon
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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1.4 The Brain as Your Weapon
PROBLEM FINDING
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• Knowing what questions to ask...Keeping it simple
•Why?
•Why?
•Why?
•Why?
•Why?
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1.4 The Brain as Your Weapon
PROBLEM FINDING
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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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1.4 The Brain as Your Weapon
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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1.4 The Brain as Your Weapon
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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1.4 The Brain as Your Weapon
PROBLEM FINDING
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Mind Maps
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USEFUL TOOLS
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1.4 The Brain as Your Weapon
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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1.6 Develop Alertness Systems
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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1.6 Develop Alertness Systems
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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1.7 Celebrate Useful Failures
PROBLEM FINDING
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Walking the Talk - OK to fail
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1.7 Celebrate Useful Failures
PROBLEM FINDING
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• blameless reporting system
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1.7 Celebrate Useful Failures
PROBLEM FINDING
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IDEO Fail soon fail often
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1.7 Celebrate Useful Failures
PROBLEM FINDING
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IDEO Fail soon fail often
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1.7 Celebrate Useful Failures
PROBLEM FINDING
Scientific method
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1.7 Celebrate Useful Failures
PROBLEM FINDING
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How to assess failures Fig 6.1
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1.7 Celebrate Useful Failures
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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1.8 Improve how we Talk & Listen
PROBLEM FINDING
• Communication Errors
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1.8 Improve how we Talk & Listen
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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1.8 Improve how we Talk & Listen
PROBLEM FINDING
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1.8 Improve how we Talk & Listen
PROBLEM FINDING
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1.8 Improve how we Talk & Listen
PROBLEM FINDING
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1.8 Improve how we Talk & Listen
PROBLEM FINDING
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1.8 Improve how we Talk & Listen
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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1.8 Improve how we Talk & Listen
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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FLOODS BRISBANE[EXERCISE]
Identify Critical ProblemTable Group Exercises re Floods
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70KESBY.CO
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FLOODS BRISBANE[EXERCISE]
• 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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FLOODS BRISBANE[EXERCISE]
• 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
FLOODS BRISBANE[EXERCISE]
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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)
FLOODS BRISBANE[EXERCISE]
Round 2: Complete CRM Questions
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FLOODS BRISBANE[EXERCISE]
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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