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StudentSlides ProblemSolving

This document outlines a 7-step process for problem-solving and decision-making: 1) Define the problem, 2) Gather additional data, 3) Lay out all the information, 4) Identify options, 5) Evaluate the options, 6) Make a decision, 7) Move forward with implementation. Each step is described in detail, with tips on ensuring an objective and thorough process such as involving stakeholders, considering different perspectives, and being aware of potential biases. Tools like mind maps, check sheets, and risk analysis are presented to help evaluate alternatives and make well-informed decisions.

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juilee_b
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59 views38 pages

StudentSlides ProblemSolving

This document outlines a 7-step process for problem-solving and decision-making: 1) Define the problem, 2) Gather additional data, 3) Lay out all the information, 4) Identify options, 5) Evaluate the options, 6) Make a decision, 7) Move forward with implementation. Each step is described in detail, with tips on ensuring an objective and thorough process such as involving stakeholders, considering different perspectives, and being aware of potential biases. Tools like mind maps, check sheets, and risk analysis are presented to help evaluate alternatives and make well-informed decisions.

Uploaded by

juilee_b
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

Building Leadership Skills:

Problem-Solving
and Decision-Making

An Infopeople Workshop
Presented by Joan Frye Williams
[Link]
Not All Decisions Require
Equal Attention
Decision Insurance

1. 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
Step #1:
Define the Problem
 What?
 Where?
 How?
 When?
 Withwhom?
 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

 Findand 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

 Findways to reengineer the system –


correct and invent.
Situation:
It Never Did Work Right

 Findways to overhaul – or completely


rebuild.
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

 Currentapproach
 Something new
 Something fun
Step #5:
Evaluate Your Options
Check Sheet
Option Option Option Option
1 2 3 4
Desired  
Outcome
Desired 
Outcome
Desired 
Outcome
Desired   
Outcome
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

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