CREATIVE PROBLEM SOLVING

1. CREATIVE PROBLEM SOLVING

2. Problem Solving Techniques • Brainstorming • Consensus Building • Action Planning

3. Brainstorming A technique used to generate as many original ideas as possible for solving a problem or an impasse without judging them. It is based on the theory that the more people working on the problem, the more ideas that will be generated and the more solutions will be produced.

4. Rules for Brainstorming • Define the problem • Do not criticize an idea • Be imaginative • Build on other’s ideas • Aim for quantity • Record all ideas

5. Consensus-Building • A technique that generates an agreement by identifying the interests of concerned parties and then building a solution that maximizes the satisfaction of the interests identified. The Solution or Agreement reached does not have to be the first choice of all parties, but rather a solution that everyone can accept.

6. Why use Consensus-Building? • To get the benefit of each person’s unique knowledge, logic, and creativity. • To generate greater commitment and support of the agreement and its implementation.

7. Rules for Consensus Building • Generate Options • Acceptable to All Parties • Not Majority Vote • Process for Finding Acceptability • Rejection and Responsibility

8. Action Planning A technique for providing structure to reaching a solution to a problem and having a plan for implementation.

9. Action Planning Steps • Identify the real problem • Redefine the problem • Determine the causes of the problem • Brainstorm possible solutions • Use consensus to select a solution • Assign responsibility • Record the agreement

10. Dealing with Difficult Behaviors From the book Crucial Confrontations by Patterson, Grenny, McMillian & Switzler

11. Of 25,000 people studied… • Those who were most successful in dealing with difficult behaviors confronted situations and held others accountable for their actions -- regardless of rank • Confrontation DOES NOT MEAN conflict, it means dealing with issues and behaviors respectfully and candidly

12. The Simple Earache • Man walked in to a clinic for a simple earache and walked out with a vasectomy • Doctor -- “Patient had been wide awake as he was prepared and shaved. Why didn’t he ask what was going on?”

13. When Being Polite Leads to Tragedy -- Flight 90 • 74 of 79 dead • Official accident report -- pilot error -- ice buildup on wings • Real story -- co-pilot saw ice formations • Rather than confront recklessness and irresponsibility, co-pilot dropped hints • “See all those icicles on the back there and everything” and • “Boy. It’s a losing battle here trying to decide those things, it [gives] you a false sense of security, that’s all it does” • “That doesn’t seem right, does it?”

14. Challenger Disaster • January 28, 1986 seven die • Faulty O-ring found to be the culprit • Engineers knew before but did not know how to pass it up the line… • Seventeen years later Columbia Disaster -- same root cause -- people were afraid to express their fears openly. • People raising issues were reassigned and rendered ineffective

15. Common Problems • They need to address an issue but are not sure what to say • If they fail to address it, the problem does not go away

16. Coping Mechanisms • Silence (I can live with it and ignore it) • Drop hints • Change the subject or take it lightly • Withdraw • Talk to others • Force ideas • Cut people off • Overstate arguments • Attack ideas • Insults, threats • Violence

17. Step One What is the issue you really want to address? • Problems come in bundles • Deal with the right problem -- what is really bothering you the most? • Reduce to a single sentence before talking to other person

18. Step Two -- Should I Address it? Unambiguous -- , I.e broken promise -- fairly easy Ambiguous -- We often first ask “can I succeed rather than “should I try”. We downplay the cost of not speaking and exaggerate the cost of speaking up • Sign 1 -- acting on feeling (silent suffering but acting out) • Sign 2 -- Conscious is nagging you • Sign 3 -- Downplay cost of not taking action (devil you know) • Sign 4 -- Nothing you do will help Note -- do you want to avoid Groundhog day?

19. Getting your Head Right Before You Speak • You set the tone in your head, the climate becomes visible in 30 seconds See and hear Create a story Feel Act

20. Ascribing Intent • Fundamental Attribution Error --We assume people do what they do because of personality factors only (I.e. arrogant, selfish, lazy or vindictive) if we have had difficult encounters with them before. However, we act for good reasons.

21. Choosing silence can mean… • Giving tacit approval • You are playing favorites • Corroborates your interpretation of motive (even though you are failing to confront it). You will eventually blow in some way

22. Challenging your own assumptions Before getting emotionally involved, ask: • Why would a reasonable, rational person do that?

23. Step Three -- the Confrontation Don’t: • Play games “Bob, nice haircut, by the way, do you know anything about the missing funds?” • Play Charades (frown, smirk, eyebrows, glance at watch) • Pass the buck (I am not saying this but upper management wants you…) • Read My Mind “why do you think I called you?”

24. Describe the Gap (what you expected and what actually happened) • Start with Safety • Share your Path • End with a question

25. Start with Safety People feel threatened if they perceive you: • Don’t respect them • Don’t care about their goals Anticipate how others might assume the worse -- others misunderstanding your intent Explain what you do and don’t mean Emphasize Mutual purpose -- to help you and them Ask permission

26. Tell Your Story Facts -- stay external (what you observe, not interpret) -- what, not why Tentatively share your conclusion -- make language free of absolutes • “I may be misreading this, but it appears that..”

27. End with a question • Sincere questions will make or break the conversation • Manipulative questions or gaming the other person will create havoc

28. Helping Others Want to Take Action The given -- people choose not to do something Do we have only two choices -- put up or power (threats)? Actions yield multiple consequences -- bundle them

29. Don’t rely on… • Charisma (you may not have it) • Power (moves people but does not change attitudes). People change based on expanded understanding and new realizations • Perks (pay to do the expected) These are of limited utility

30. What you can do.. Make the invisible visible: • Hidden Victims “You may not be aware, but when you act this way here is the impact • Link to values “I think you want to help, but your actions may be sending a different signal

31. What you Can Do… • Link short term benefits to long term pain “when you change the rules and don’t inform the staff, you make them enemies” • If they don’t change, be candid about coping “if you can’t change your approach, understand I may not challenge your more vigorous arguments, or I will likely withdraw”

32. More tactics • Focus on long term benefits “I know putting up with their charades is difficult. I also think that your relationship with them is at risk if you can’t learn to let some of the smaller things go” • Hold up a mirror “Let me tell you how this action is being perceived by others”

33. Even more Tactics • Connect carrots and sticks “You mentioned you wanted to be team chief. How will the promotion board view your potential if you cannot forge solid working relationships with the staff?”

34. Dispute Resolution and Conflict Management Human Capital Conference Pete Swanson Carr Swanson & Randolph, LLC March 14, 2005

35. Learning Objectives Identify how style impacts behaviors, Learn approaches for dealing with divergent styles

36. When dealing with difficult behaviors, what is your role as a supervisor? • Traffic cop • Teacher • Counselor • Disciplinarian • Friend • Mentor • ??

37. TheTank TheSniper TheGrenade TheKnow-It-All TheThink-They-Know-It- All TheYesPerson TheMaybePerson TheNothingPerson TheNoPerson TheWhiner 10 Classic Problem Types Adapted from Dealing With People You Can’t Stand, Dr. Rick Brinkman & Dr. Rick Kirschner

38. From the Norm to the Extreme… Task Focus NormalZone Passive Aggressive People Focus

39. From Conflict to Cooperation Essential Skills • Neutralizing • Any action that neutralizes negative behavior in order to meet them where they are and move to common ground • Redirecting • Any behavior that changes the direction of an interaction. Neutralizing precedes redirecting.

40. Neutralizing • Neutralize with body and facial expressions • Neutralize vocally with volume and speed • Don’t Engage -- Probe! • Listen to understand -- it is not “mine or theirs” • Empathize • Backtrack • Clarify • Summarize what you’ve heard • Confirm to make sure you got it right

41. Redirecting • Identify positive intent • Their point is valid • Apply “Positive Intent” to… • Getting the job done • Getting the job done right • Getting along with others • Getting appreciation

42. Speak to be Understood • Assertion vs. Aggression -- monitor your tone of voice • State your intention • Tactfully control interruptions • Tell your truth • Use “I” language • Be specific about the problem behavior (impact) • Help them understand how their behavior is self defeating • Suggest new behaviors or options • Stay flexible --explore options -- question before defending • Reframe instead of rebut

43. Get What You Project and Expect • Raise your expectations of people to help them raise their expectations of themselves. • Acknowledge their effort • Be tough on bad behavior • Expect good behavior • Assume the best and give the benefit of the doubt • Appreciate constructive criticism • Don’t be defensive • Verbally appreciate the person providing the criticism • Redirect if necessary - focus on activities, not persons

44. Take responsibility -- know when it happens Tell people what is happening with you -- they will help Slow down! Acknowledge the negative chatter in your head -- it is not about you! Check your, and others, assumptions Emotionally Detach! Don’t identify with the situation or take it as an attack Choices for Defensive Behavior