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