Solving Problems Effectively RAB, BMI & MIW Radio Group Which - - PowerPoint PPT Presentation

RAB, BMI & MIW Radio Group

Solving Problems Effectively

RAB, BMI & MIW Radio Group

Which is worse? Making a bad decision?

• r

Making no decision?

RAB, BMI & MIW Radio Group

Why We Avoid Decisions

• Don’t want to make a mistake
• Hope problem will self-correct
• Don’t want to overstep authority
• Don’t want to anger others
• Don’t want to offend others
• Don’t have time to think it through
• Don’t have a good problem solving system

RAB, BMI & MIW Radio Group

Organizational / Structural

• Operational
• Budgetary
• Technical
• Top down
• Bottom up
• Across

Which of these is toughest?

Problem Types

RAB, BMI & MIW Radio Group

People

• Performance
• Social
• Personal

Which of these is toughest?

Problem Types

RAB, BMI & MIW Radio Group

Knee-Jerk?

Shoot first and ask questions later?

Procrastinate?

Wait long enough and problem will fix itself or go away?

Strategic?

Use a system that is

• Consistent
• Thorough
• Thoughtful
• Participatory
• Fair

Hope…

Is not a strategy!

Methods to Solve Problems

RAB, BMI & MIW Radio Group

Work backwards

– Start with a favorable outcome and trace backwards

Solve a simpler problem

– Break it down into small sub-goals

Problem Solving Strategies

The way in which we approach and solve complex problems is a major factor in our success as a Manager

RAB, BMI & MIW Radio Group

Steps to Effective Problem-Solving

1) Define the Problem 2) Set the priorities 3) Get all the facts 4) Solicit input 5) Consider options 6) Make your decision 7) Communicate the decision 8) Monitor progress “Seek first to understand… then to be understood.” Think Win/Win

Habit 4, The 7 Habits of Highly Effective People: Steven R. Covey

RAB, BMI & MIW Radio Group

• 1. Define the Problem – (Write it Down)

List the organizational components

• What’s causing the problem?
• What’s contributing to the problem?
• What’s preventing a solution?

List the people components

• Who’s causing the problem?
• Who’s contributing to the problem?
• Who’s preventing a solution?

RAB, BMI & MIW Radio Group

How important is this problem?

• Prioritize – Scale of 1-10
• Don’t sweat the small stuff?
• What’s the worst case scenario?
• What’s the best case scenario?

Is your intervention really required?

• Can it /should it be delegated?

Who can help solve the problem?

• Identify allies and partners

What’s the time frame for a solution

• Establish a timeline
• 2. Set the Priorities

RAB, BMI & MIW Radio Group

• 3. Get All the Facts

List the organizational obstacles

• Systems
• Technical
• Paradigms

List the people obstacles

• Knowledge / ability
• Understanding
• Attitude / style
• Generation
• Fear
• Personal

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Determine your position?

• Strength or weakness
• Can you make the decisions?
• Can you enforce the decision?
• Do you need authority / buy-in?

Will behavioral style play a role?

• Will you need to adjust to get buy-in?

Who is / will be effected?

• Inside the problem
• Outside the problem
• 3. Get All the Facts (continued)

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• 4. Solicit Input
• Get information from direct parties
• Get information from affected parties
• Get information from trusted parties
• Ask for their recommendations
• The power of “Tell me about that”
• Get advise from superiors
• Get advice from peers

RAB, BMI & MIW Radio Group

• 5. Consider the Options:
• What’s the best outcome you’re hoping for?
• What’s the worst that could happen?
• Are you prepared to make tough decisions?
• You must treat everyone FAIRLY
• But that does not mean treating everyone EQUALLY
• Always think: Win/Win

RAB, BMI & MIW Radio Group

• 6. Make Your Decision
• Whenever possible, let the affected /
• ffending parties devise the solution
• Take time to think before you act
• Use logic, guided by emotion
• Be fair, Be firm, Be consistent
• Establish a timeline for implementation
• Prepare your communication
• Be flexible and willing to change course if

and when necessary

RAB, BMI & MIW Radio Group

• Re-state the problem and…

– Effect on organization and people – Rationale for the decision

• Clearly explain the details of the solution

– How the solution will be implemented – Who will implement the solution – How the solution will be supported – How progress will be measured – Benefits of making the change – Consequences of non-compliance – Your appreciation of their support and cooperation

• 7. Communicate the Decision

RAB, BMI & MIW Radio Group

• 8. Monitor Progress
• Establish a specific reporting system
• Set firm times for reviews
• Communicate clearly and honestly
• Determine & fix system impediments
• Praise / reward for success
• Follow through on consequences for lack
• f success
• Support and encourage everyone involved

RAB, BMI & MIW Radio Group

Effective Problem Solving

• As Managers, we like to think it’s possible to make big,

sweeping changes!

• In truth, successful, meaningful change occurs:

– In small strategic pieces… – That take organization structure, systems and PEOPLE into account…

• Job Clarity = Job Satisfaction

– Your staff can only accomplish what You want – If YOU know exactly what YOU want – And communicate it to them clearly

RAB, BMI & MIW Radio Group

• You can only Manage…

what you can Measure

• Are YOU ready to make the

commitment to solve “problems”…

• By converting them into

“Opportunities”

Final Thoughts