Problem Solving/ Team Building Methodology No. M10 August, 2000

1. Problem Solving/ Team Building Methodology No. M10 August, 2000

2. Problem Solving –Team Building (PS/TB) Objective: • To train Integration Teams to solve complex and difficult problems in a structured and openly interactive way. • To introduce a “culturally neutral” problem solving approach where all ideas are considered important in crafting the solution. • To build respect for the contribution of individuals and harness the power of the team to generate new and creative ideas. • The process requires a facilitator familiar with the PS/TB process, the problem owner, a clear problem statement and an understanding of the problem’s origin and background.

3. Right Brain Left Brain Concept Concrete There are many “problem solving” models that teams can use to overcome barriers and build solutions. PS/TB streamlines and combines the best elements of the various models available to teams Analytical 10-Step TQ Imaginative Synectics

4. Problem Solving/Decision Making: Common Elements All sound problem solving models share the strategy of clarifying the nature of the problem before solving it. Beginning(Background/Selection) Middle(Idea Generation/Prioritization) End(Develop Plan/Strategy) • Definition • Event AnalysisOutput • Task Headline • Analysis • Decision Analysis • Explore Possibilities • Implementation • Action Planning • Select/Implement

5. The PS/TB Seven Step Process PS/TB is a seven step process. The steps are a natural logic that begins with understanding the organics of the problem, then brain storms ideas, Next, the team (or client) down-selects the ideas to the best answers, determines and assigns responsibility to resolve issues, and finally agrees on an action plan. 1 Problem Statement 3 4 5 6 Benefits/ Concerns Analysis Work Critical Concerns Idea Generation Idea Selection 2 Background 7 Action Plan

6. What is “Problem Solve and Team Building” Process Harnessing team-power, solving problems together, and agreeing on a plan forward • Structured approach to solving problems • Opportunity to build a high performing team • Iterative and participative process where the solution is greater than the sum of the ideas

7. Why “Problem Solve and Team Building” Is Important Without STRUCTURE . . . there can be unnecessary OBSTACLES to Problem Solving Problem definition is vague Group argues, goes off on tangents People are unhappy with solutions A lot of time is spent with nothing accomplished There is no follow up or follow through on solutions

8. Positive Behaviors for PS/TB General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone Headlining: Paraphrase and restate comments to assure meaning, make clear and document In/out listening: Our attention can drift off-subject. It’s OK to say, “I was out-listening, could you say that again. Builds on ideas: Rather that discounting someone’s idea, build- it-out with additional thinking to improve the idea "Process Points“ Post the process point for all to see… and reference them when things get out-of-process How To: Concerns are best stated as, ‘How best to…”

9. Positive Behaviors for PS/TB General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone I Wish I Knew: Ideas that may need further development are best stated as, I wish I knew…” One Meeting: When side-meetings and interruptions occur, revisit the objectives of the meeting No idea is a bad idea: Accept and respect all ideas brought forward by the team members. No killer phrases: Deliberate and/or subtle attacks to an individual character or judgment are our of order Participate actively: Be interested… and interesting. Be an active contributor, draw-out less active participants

10. Critical Concerns Action Plan Benefits & Concerns PS/TB Idea Selection Solve problems and get Results Idea Generation Headline Back- ground Problem-Solving and Team-Building Process The Seven Step Process 1. Headline the problem 2. Provide background 3. Generate ideas 4. Select ideas 5. Capture benefits & concerns 6. Work critical issues 7. Assign tasks and plan activities

11. PS / TB Problem Statement Headline the problem, task, opportunity or challenge Problem’s owner must present a concise and accurate statement Problem’s client should ensure the statement is action focused: How To... Who owns the problem and who has the accountability to fix it: Headline

12. PS / TB Background Additional information and color Clarification and definitions Scope, restraints or limitations What worked before What didn’t work before Understanding the context of the problem and setting the stage: Background Headline

13. PS / TB Idea Generation New thinking, new ideas Quantity and quality Sparking, triggering Build upon other’s ideas Spontaneous creativity Harnessing the strength of the team. The whole is greater than the sum of the parts: Idea Generation Headline Back- ground

14. PS / TB Idea Selection Client selects key ideas Group related ideas Political, rational and emotional implications Team collaborative down selection Build toward an action plan The client selects or the team votes to determine the best ideas: Idea Selection Idea Generation Headline Back- ground

15. PS / TB Benefits and Concerns Capture benefits first Capture concerns as “How-Best-To…” Determine any “killer” concerns Assign concerns to be worked Benefits & Concerns Insurmountable concerns must be identified Idea Selection Idea Generation Headline Back- ground

16. PS / TB Critical Concerns Critical Concerns Critical Concerns If not perfect, look for ideas that are acceptable. Can we resolve a component of the problem? Benefits & Concerns Idea Selection Would prevent successful problem solution Would prevent the client’s next steps Idea Generation Headline Back- ground

17. PS / TB Action Plan Critical Concerns Action Plan Adhere to effective meeting behaviors and appropriate project management protocols. Benefits & Concerns PS/TB Idea Selection Idea Generation Map tasks for path forward Assign tasks and set a timeline Define deliverables Headline Back- ground

18. PS / TB the Next Steps Follow-up on assignments Critical Concerns Action Plan Benefits & Concerns PS/TB Idea Selection Idea Generation Solve problemsand get results Headline Back- ground

19. Good Meeting Behaviors...a closer look Important Caveats: Every idea is a good idea How best to avoid rambling and side trips How best to listen actively How best to avoid “working” emerging issues How best to welcome spontaneous creativity How best to generate quantity before prioritizing for quality

20. Good Meeting Behaviors...a closer look Important Caveats: How best to conduct only one meeting…stay focused How best to capture benefits before the concerns How best to learn as we go How best to build on other’s ideas How best to self-police criticism and nonverbal messages How best to state things in a positive way

21. Good Meeting Behaviors...a closer look Important Caveats: How best to avoid assumptions and hearsay How best to offer constructive feedback How best to distinguish intent from effect How best to differentiate what you feel... from what you think How best to avoid grandstanding How best to have fun

22. Good Meeting Behaviors...a closer look Important Caveats: How best to launch no heat-seeking missiles How best to headline your ideas How best to Paraphrase for quick understanding How best to Keep the time contract How best to not look for the fatal flaw How best to not work a hidden agenda