Problem Solving and Decision Making
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Transcript Problem Solving and Decision Making
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
2. Gather additional data
3. Lay it all out
4. Identify your options
5. Evaluate your options
6. Make your decision
7. Move forward
1.
Step #1:
Define the Problem
What?
Where?
How?
When?
With
whom?
Why?
For a Complex Problem
Break
it down
Verify with others
Prioritize
Describe the Desired Outcome(s)
Define the
solved state:
Here’s what
should be
happening…
Identify Specific,
Measurable Goals
What are we trying to
Achieve?
Preserve?
Avoid?
Eliminate?
Link Back to the Big Picture
Make sure your
desired outcomes
align clearly with
the library’s
mission and
strategic plan
Reality Check:
Decision 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:
Gather Additional Data
Broad
Objective
Verifiable
Relevant
Beware
Hearsay/rumor
Opinion
Wishful
thinking
Labeling the problem
Blaming/scapegoating
Vivid but minor evidence
Look Outside the Library
as Well as In
Don’t Overlook
Your
own beliefs and biases
Your own (possible) role in the
situation
How Much Information Is
Enough?
Just Be Sure You
Cover the Bases
Bouncing
around
is natural
More information
may accrue over
time
Step #3:
Lay It All Out
Pareto Analysis
“80/20
rule”
Focus on
numerical data
Use to identify
which situations
are most common
Mind Mapping
Free-form
note taking
Any kind of information
Use to show how different facts relate
to the problem
and to each other
Look into Causes
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:
Appreciative Inquiry
Systematic
discovery of the best in
people and organizations
Unconditional positive questions
Directed conversation and storytelling
What is working well?
How can we do more of that?
Step #4:
Identify Your Options
What
options do we
have?
What has been done
in other libraries?
In other disciplines?
How about
something new?
Situation:
Something’s Gone Wrong
Find
and correct the changes that
account for the fall-off in results.
Situation:
Increased – or Changing –
Expectations
Find
new ways of operating.
Situation:
The Double Whammy
ways to reengineer the system –
correct and invent.
Find
Situation:
It Never Did Work Right
ways to overhaul – or completely
rebuild.
Find
Things That Can
Limit Your Thinking
Searching
for THE ONE RIGHT ANSWER
Not involving front line people
Looking inside the library only
Waiting for 100% agreement
Fear of embarrassment or failure
Be Sure to Include
Current
approach
Something new
Something fun
Step #5:
Evaluate Your Options
Check Sheet
Option Option
1
2
Desired
Outcome
Desired
Outcome
Desired
Outcome
Desired
Outcome
Option
3
Option
4
SWOT:
Strengths – Weaknesses –
Opportunities – Threats
PMI:
Plus – Minus - Interesting
Six Thinking Hats
Think Through
Risks and Consequences
Reversible?
Pilot-able?
Timely?
Politically
sensitive?
Special Challenges in Many
Library Environments
Perfectionism
Catastrophizing
Mixed
feelings
about success
Step #6:
Make Your Decision
Reality Check:
Strategic 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
Summary of Your Process
Step #7:
Move Forward
Communicate
the decision/solution
Plan the implementation
Monitor results
Learn as you go
When Things Go Wrong
Work
each problem
Re-prioritize if
necessary
Maintain focus on
desired outcomes
After a fair trial, change
options