Making Decisions, Common Mistakes, and Converting Change into Opportunity

1. Making DecisionsChapter 18Common Mistakes Chapter 19Converting Change into OpportunityChapter 20

3. Due dates (7 sessions) • As we move quickly toward our final session, please N.B. • Post in the Week 6 DB by Sunday night • Take Quiz 3 by Monday night  • Our last class (Week 7) is next Wednesday June 19.

4. Week 6 Learning Outcomes • At the end of this week of study and activities, you will: • Describe three kinds of decisions that a supervisor often faces and three approaches to problem solving. • Define High and Low consequence work and people problems. • Define the effect change has on stress. • Explain three behaviors to avoid as a supervisor • Describe how a supervisor might straight jacket their employees. • Explain the importance of finding potential in employees. • Explain how to become visible in an organization • Explain the paths for movement into management. • Describe and explain the reasons for having a plan B in your career and the 7 steps to follow in making a plan B. 

5. Three Approaches to Problem Solving • You can stall or delay action • Bury it in red tape, refer it to others or wait it and maybe a decision will no longer be necessary. • You can temporarily dispose of it with quick, superficial decisions. • You can do what you’re paid to do and solve the problem with a method.

6. 7-Step Decision-Making Model

7. Group Decision-Making Model(More work but better decision) • Communicate the situation to the group. • Brainstorm all possible solutions • Evaluate the list of possible decisions Upsides and Downsides • Choose the best alternative.  Take your time • Develop an implementation strategy.  Set the objectives • Follow-up.  Evaluate the outcome, be grateful to those who helped.

8. Work-Oriented Decisions(Risk Management) • LOW-CONSEQUENCE WORK-ORIENTED DECISIONS • For minor problems • Decide and move on • If not the best decision then easy to fix • HIGH-CONSEQUENCE WORK-ORIENTED DECISIONS • For major problems that permanently affect your operations • Require more time and analysis • Costly if they fail • Are not addressed by existing policies or procedures • Involve changes in technology, layout, design, reporting methods, procedural patterns, control systems, safety rules, or basic production methods

9. Problem Solving • The marble and grout at the Jefferson Memorial was being damaged. • The damage was thought to be due to acid rain reacting with remnant detergent in the grout. The detergent was used to frequently clean the memorial. • Why was the monument cleaned so often? There was an unusually large number of bird droppings on the memorial. • Why so many bird droppings? There was an unusually large number of sparrows. • Why so many sparrows? Because they were feasting on a plentiful supply of spiders. • Why so many spiders? Because there were a lot of insects sitting on the monument. • Why so many insects? Because they were attracted by the lights on the monument at dusk and dusk was their mating time. • The solution? Delay turning on the lights until one hour after sunset • Keep asking why. • Determine the core problem. • Don’t focus on the symptoms.

10. US Approach to Disaster Planning • We engage in random acts of preparedness • We are experts in our industry • We are tasked to build a house • We know what a house looks like • We send people out to buy materials • How successful will we be? • Why do we plan this way? • Why do we operate in silos?

11. Culture in the US • National Culture is Under Preparedness • Why? • Disasters are a growth industry • Why? • What are the worst US disasters?

12. Risk ManagementDisaster Preparedness Yes to Gov’t Regulation Nuclear Weapons Radiological Emergencies Anthrax Unfamiliar No to Gov’t Regulation Heat, Cold Rain, Floods Cars, Bicycles Caffeine Familiar No Fear Very Fearful

13. People Problems • LOW-CONSEQUENCE PEOPLE PROBLEMS • Supervisors often receive special requests from employees concerning work schedules, procedures, breaks, and personal matters that are important to the individual but relatively insignificant in the total operation of the department. • Past Practice Consequences • Fundamental Fairness Consequences • HIGH-CONSEQUENCE PEOPLE PROBLEMS • Requires consensus decision – HR, Labor relations, Next level of supervision • Involve highly personal and psychological issues that influence productivity and have a dramatic effect on the employee • Those that involve two or more employees • These often involve friction in the relationship between two or more departmental employees

14. Case: Termination p. 267 • Problem Ricardo has made up his mind that he wants to give Giselle the required two-week termination notice. Bill claims that Ricardo does not have sufficient cause for termination. Each have articulated reasons for their conclusions.

15. Common MistakesChapter 19

16. Failure to Communicate All work requires communication. Serious misinterpretations will cause morale and productivity to drop, and affect your credibility outside your department. • Create daily two-way conversations. • Set up a bulletin board as a communications headquarters. • Hold group meetings. • Send interoffice communications. • keep others informed • initiate requests • reply to inquiries, whether written or by telephone. • Use other communication techniques. For example: • arrange two-way meetings in the office • arrange for luncheon communication sessions • take advantage of coffee breaks and trips outside the office for communication purposes

17. Failure to Exercise Strong Leadership Too many supervisors back away from an aggressive employee or avoid any confrontation with those who work for them. These reasons, among others, are why many supervisors fail to provide the strong leadership needed. • Talk about it when it first affects you. • (After you know it’s a real issue and you can deal with it nonemotionally) • Say what is on your mind and say it often. • (Certain points are often repeated in class) • Tell it the way it is. • (Honesty and Trust are core values) • Let your employees feel that you are leading them. • Seek respect rather than popularity • (Gerald vs Yolanda in evaluations).

18. Tony Hayward BP CEO

19. Mayor Maturo

20. NCO Curriculum Development • The WIGS of NCO School • Agreed to by all NESPAC Colonels: • Know and Understand your position as a Supervisor • Evaluate your subordinates honestly and fairly

21. Making and Breaking PromisesThe premise of TRUST A promise can be exciting and ego building to make but sometimes a distressing impossibility to keep. A promise kept may bring a great deal of inner satisfaction, but a promise broken can be embarrassing and humiliating beyond expectation. When making promises: • Write them down. • Admit you might forget. • If possible, keep it now. • “Under promise and over deliver.”

23. Straitjacketing Employees • Call it prejudging, underestimating, downgrading, or prejudice. Whatever the name, many supervisors put their employees in a psychological straitjacket, preventing them from growing into the kind of workers they could become. • At least three kinds of supervisors restrict their employees in this way. • The type caster. • The snuff-out artist. • The poor perceiver. • To avoid straightjacketing: • Take time to know your employees. • Look for potential first and performance second. • Give employees the reassurance they need to take advantage of the opportunities you provide. • Seagull Manager • Floats around and makes noises

24. Audits • Needed to overcome economics of human behavior • People always will take the easy path • Can be indicator of efficiency OR • Can violate original intentof procedure • Public Trust • Media • Bad stories – one day stories

25. Failure to Enjoy your Role as a Manager • Many psychological rewards and perks come with a supervisory position. • You will make mistakes. • Your employer expects this • Learn from your mistakes - the cornerstone of personal growth and development. • Avoid the serious or costly mistakes that damage your reputation and the department

26. Case Study: Intimidation p. 280 • Overview: Ricardo receives pressure to grant Karl special favors. Karl is entitled because of his seniority and special knowledge, and Ricardo has received some pressure and warnings about Karl from outside sources. • Karl is presented as a powerful guy with friends in high places • Discuss: Which option would you support? What changes would you suggest to Ricardo in using it? What other option (not on this list) might you propose?

27. Victor Frankl“Man’s Search for Meaning” • Things may be bad but …. • Between stimulus and response there is a space • You have the power to choose your response in that space • Your response will determine your growth, your freedom and your liberation

28. Will you be someone who is or who can: A Team player Responsive and Respectful Understanding without Judgment Makes the condition Safe (Most Important) Talented Execute Dedicated and Devoted TRUSTED mnemonic Or will you be: Rigid Inflexible Intimidating Threatening Poor Listener Arrogant Disrespectful Judgmental Unforgiving What choice will you make? Brian D Wong MD – Lecture on the Trust Providence Health Systems Excellence Forum

29. Converting Change into Opportunity “To improve is to change; to be perfect is to change often.” Winston Churchill

30. Change • Change is anything that requires a human adjustment. The impact falls more on the supervisor than on staff employees. • How you cope with change as a supervisor will depend upon your attitude. Attitude is Everything. • Some can view change as opportunity; others reject even good changes with hostility.

31. Organizations Change to Survive • Changes are increasing in tempo • Technology improvements • Competitive environment • Your attitude should not be, “I hope my organization can resist change and stay the way it is.” • You want to stay working • Who needs wagon wheels today • Your attitude should be, “I’m lucky my organization is flexible enough to change and stay alive.” • Supervisors need skills to: • reorganize your department • accept new technology and assignments • assist your employees in making necessary adjustments.

32. Align SystemsThe Need to Sell Change • Need to sell it over and over • This is normal • Internal Communications

33. National Incident Management System (NIMS) • Why we must become familiar – Do not relinquish your authority and responsibility. • Sec. 7-313e. Authority of fire officer during emergency. • Concept of “I’m in charge” vs Joint Operations Command • New London Sailfest • TOPOFF3 • Highway accidents

34. Paradigm Shift • SWAT vs Anti Terror vs All Hazards • CBRNE • CSP Emergency Services • Compartmentalization of specialized units • Paradigm: A set of assumptions, concepts, values, and practices that constitutes a way of viewing reality for the community that shares them

35. The Workforce Changes IMPORTANT SLIDE • The U.S. workforce has changed rapidly. • It is becoming multicultural and multilingual. • Americans with strong racial and ethnic ties are achieving greater upward mobility. • Women are progressing upwards. • First-generation workers are integrating quickly into the workforce. • There are have four distinct generations (Traditionalists, Baby Boomers, Generation X, and Millennials) in the workplace. • Companies must arrange immigration status, pay for retirement benefits for the largest generational cohort (Baby Boomers), meet demands for flexibility and work-life options, and recruit, reward, and retain talent to remain competitive in a global economy. • Supervisors are the interface to make this happen. • Team building and productivity. • Some cannot deal with this

36. Management Burnout • Supervisors who establish realistic goals, maintain comfortable priorities, and manage their time balance their careers and personal lives. • This balance helps prevent burnout when things are stable. “Stretch Goals dilemma” • Major changes introduce stress; • They are sometimes necessary but they are temporary • Perceptive supervisors prepare and make temporary adjustments until career and home are again properly balanced.

37. Change as a Source of Stress • Change causes employee stress. • Communicate change • Non-threatening way • As far in advance as possible • Why change is necessary. • Adjust yourself for change • If you don’t succeed, others will be left unprepared. • Follow up with training • Key functions of implementation • Imagine the stress if employees discover their skills are obsolete.

38. Clemmer Reading • Build A Sense of Urgency • Ignite the fire of urgency to change do so without frightening people • Create a belief that "We can do better!“ • Define the competitive landscape • Create A Clear Tomorrow • People want a clear, simple-to-understand 'promised land' to which they can travel. • It is essential that people (employees, customers and suppliers) • Share the Vision and the PIGS and WIGS • People trump process when implementing change.

39. Having a Personal Plan B • Make Yourself Visible • Get noticed • Speak up in staff meetings • It is better to remain silent and be thought a fool than to open one's mouth and remove all doubt. Abraham Lincoln • Turn in written suggestions through channels • Use the wait a day rule • Take a special assignment with a higher profile or that is especially valued by upper management • Make appointments through appropriate channels with upper management people to ask questions about the company, business objectives, or to receive advice • Lead a cross-functional team

40. Developing Plan B • Update your resumé. • Learn more about your present role/job. • Get your certifications • Go back to school • Network. Make it a major effort! • Use your Plan B to gain a promotion where you are, or use it to win a better position outside. • Include it in your resumé and refer to it during interviews.

41. Routes to the Top • The Straight Line to the Top • Your passion for your role • You desire stability, family first • Zigzag Pattern • More diverse experience, often more desirable by employer

42. Remember the Titans • Suburban Virginia schools have been segregated for generations, in sight of the Washington Monument over the river in the nation's capital. One Black and one White high school are closed and the students sent to T.C. Williams High School under federal mandate to integrate. • The year is seen through the eyes of the football team where the man hired to coach the Black school is made head coach over the highly successful white coach. • Based on the actual events of 1971, the team becomes the unifying symbol for the community as the boys and the adults learn to depend on and trust each other.