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 Effective Team Decision-Making and Problem-Solving Part 2
 Background
This is the second article in a three part series on ‘Effective
Team Decision-Making and Problem-Solving’.
- Effective Project Management; (previous article, Issue
#7)
- Methods, processes and techniques that teams can use for Effective
Problem-Solving and Decision-Making; (this article)
- Using ‘Red/Blue’ type meetings to progress a team’s
monthly agendas. (next article in this series)
Introduction
Those readers who have been following this series will recall that the
underpinning ‘Star Model’ is as follows (for those interested
in research into the Star Model please go to www.tls360.com/research).
Star Performing Team Model
What follows is an article by Peter Robinson, Senior Consultant
at TLS further exploring the ‘Effective’ Star point.
Methods, processes and techniques that teams can use for Effective Problem-Solving
and Creativity
As a team development facilitator, I often come across teams who identify
problem solving and creativity as an area for potential improvement.
I for one previously thought that my creative capacity was an established
ability, not something, therefore, that could be developed. This mindset
is an example of how experiences shape or mould our perceptions to the
point where they may become set. The following article is intended to
give some practical advice on how, when necessary, to break that mindset,
and either individually or as a team find creative solutions to real problems.
Problem Solving Is ‘The Making Of Connections’
Here are some examples of creativity through having an open mind, leading
to connections being made:
- Chemical laboratory experiments normally fail. Dupont examined one
of its normal failures - and discovered Nylon; one of 3M’s glue
failures eventually became the basis of ‘Post It’ pads -
now one of 3M’s biggest money-earners worldwide.
- Gutenburg (inventor of the first printing press) had the idea when,
during harvest time, he saw grapes being crushed in a wine press.
- Fleming ‘invented’ penicillin when ‘unfortunately’
some of his experiments became ‘contaminated’.
- World trade normally saw ships as ‘ships’; then someone
saw them as ‘cargo carriers’ - and invented the container.
- Pilkington first had the idea for his revolutionary ‘float glass’
technique when he noticed grease floating on water whilst washing up.
- Sony Engineering tried to produce a lightweight, portable stereo tape
recorder. They failed, in that it couldn’t record at an acceptable
quality level. So the engineers used it in the lab to play their favourite
music. Sony’s chairman happened to pass by one day, and thought
...... and the rest (the Sony Walkman) is history.
TOP 
In general terms, there are three steps to successful problem solving.
Step One - Allot appropriate time
Step Two - Environment
Step Three - Technique
We will look at each step in detail:
Step One - Alot appropriate time.
If you don’t allot time to problem solving and creativity, don’t
be surprised if innovation doesn’t happen. Time needs to be allotted
to problem solving in proportion to the need; allotting time to innovation
for a novelty ice cream company might be of greater importance than the
needs of a tea manufacturer in a stable market. The first organisation
is reliant on new product development, the latter is less so.
The same point applies individually. As an individual we have greater
opportunity to utilise problem solving and creativity than as a group.
Consider how much of a need exists and allot time accordingly. As a time
management tool I personally do a good deal of my individual problem solving
whilst travelling or at the gym etc.
Step Two – Environment
Problem solving works better if done in the right environment. Again,
you decide, but if done individually you need solitude. Use a note book
or tape recorder or palm pilot to record your thoughts.
In a group or team, you need what I call a ‘bean bag room’
– an offline location, on or offsite, comfortable and equipped for
use. The ‘bean bags’ are optional, but things like whiteboard,
flipchart, notepaper, pens, crayons, etc. all help the process.
The above use of props (only a few examples that you could add further
to) are again intended to open our minds, remove convention and assist
in the making of connections.
When Steven Spielberg’s mechanical shark wouldn’t work in
‘Jaws’ the movie, he used music (der dum – der dum)
and plastic barrels to denote the shark’s presence. He came to solutions
like this using prototype audiences prior to the films release. Audience
reactions to the movie were observed and different elements introduced
into the final film as a result of the observations. Using the right environment
and props worked for ‘Jaws’.
Both individual and team problem solving require all senses to be bombarded.
Bring your own and other company’s products into the meeting. Participants
can then touch, see, hear, smell and taste what the items are. One client
got participants to wear brightly coloured clothing, in order to break
down mindsets and increase the possibility of alternative solutions. Others
ran blind taste and blind smell tests for fun. All such environmental
possibilities assist to break down conventional thinking and mindsets.
Step Three – Technique
Many creative techniques enable us to make new connections between our
existing knowledge and perceptions. When problems arise, it is useful
to follow the Multi-Pathway Generation Model (Team Management System QO2)
to find a way around the obstacle. This model gives four possible routes
to follow and the best results are achieved by using all four thinking
modes (The Half-Empty Chalice, Dick McCann and Jan Stewart).
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Introverted Left-Brain (ILB) Thinking
This process involves a logical analysis of what the obstacle is and
what is causing it. The technique often used here is sometimes known as
the Why-Why diagram, although there are many other good techniques available
(see Why-Why Diagram below).
The above ‘Why Why’ diagram was use to investigate
low membership at a fitness gym
Introverted Right-Brain (IRB) Thinking
When a solution out of the ordinary is required, it is often necessary
to venture into the IRB quadrant. There are many techniques to use here,
but a useful one is that of visual mapping or mind mapping. This technique
resulted from studies which showed that the brain works best with concepts
which radiate out from a centre (see Mind Mapping below).
TOP
Mind Maps allow us to order our thinking on an issue. This helps to reveal
connections, unknown areas and different ways of seeing issues. They are
also powerful as study tools, for planning reports or presentations, and
for note taking. The above is an illustration of a mind map on the subject
creativity.
Extroverted Right-Brain (ERB) Thinking
Many obstacles that arise in the work situation are team problems rather
than individual ones, and it is often left to the team to come up with
ways around the obstacle. Group pathway generation can provide a superior
solution to that of the individual, as collectively there is more information
available. The most well-known method for ERB thinking is that of Brainstorming
(see Brainstorming below).
Brainstorming
Probably the best known technique, although not always correctly understood
or practised.
The stages are:
- Stating the problem - everyone must understand what is the subject
to be addressed.
- Re-stating the problem - a number of different statements beginning
“How to ......................” are selected from the group.
(Sometimes this will suggest solutions without brainstorming being required).
Through discussion one re-statement is selected for which there is consensus
support and full understanding.
- Brainstorming one re-statement.
The key points of the method itself are:
- GO FOR QUANTITY - The objective is to get as MANY ideas as possible,
irrespective of how obvious, crazy, impossible, etc they may seem.
- SUSPEND JUDGEMENT - No evaluative responses of any kind are allowed!
Some of the ideas may be amusing but scorn, derision, shock, facial
expressions and particularly any dismissive comments will INHIBIT ideas.
- FREE WHEEL - Let your mind run wild! Ignore previous practice, assumptions,
hang ups, etc. Shout out ALL ideas, with no censorship by you.
- CROSS FERTILISE - Build on ideas from others - if a suggestion sparks
off another line of thought for you - follow it and share the ideas.
The Team Leader needs to:
- Number ideas - which will encourage
and speed the process up - remember it’s supposed to be stormy!
- Stop any judgemental responses,
by calmly identifying them as such.
- Try to avoid duplications - sometimes
asking “How’s that different from .......................?”
will help.
- Make idea notes as succinct as possible - otherwise the scribe will slow things up!
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Extroverted Left-Brain (ELB) Thinking
After a series of ERB sessions it is useful to converge on a solution
or series of solutions so that an action plan for implementation can be
developed. In this session ELB thinking is used. If there are a large
number of ideas, it is best to quickly reject those that are considered
by all participants to be doubtful. Those remaining are then subjected
to an intense analysis, asking questions such as:
Why is it up there?
Will it work?
How will it work?
Is it effective?
Evaluate the ideas produced by applying agreed criteria. It is important
to inform everyone of outcomes, to avoid de-motivation.
Some more examples of creativity and problem solving techniques are outlined
below.
MNEMONICS
Choose a five letter word at random.
Use each of the five letters of the word as the initial letter of five
words which help you
 |
either: |
define the problem more clearly |
| |
or: |
of solutions to the problem |
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Example: |
Problem: not enough women managers? |
| |
|
|
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Defining the problem: |
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F |
favouritism? |
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I |
incentive? |
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G |
goal? |
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H |
harassment? |
| |
T |
targeted? |
| |
|
|
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Identifying possible
solutions: |
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F |
fair (procedures) |
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I |
information (publicity) |
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G |
gender (free literature) |
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H |
home (make it easier to work from home?) |
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T |
top (put a woman in a senior position as a role model) |
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FORCED COMPARISONS
Compare your problem subject / topic with something else which is completely
different from the problem topic - the more different the better.
The purpose of the comparison is to find fresh or new ways of defining
the characteristics or attributes of the problem. The comparison is therefore
a means to an end, rather than an end in itself.
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Example: |
qualities of a firefighter |
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|
|
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Firefighter V |
A Television |
| |
|
|
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mobile |
not mobile |
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flexible |
not flexible |
| |
to fight fires |
to communicate / entertain |
| |
low tech |
high tech |
| |
most homes don't have one |
most homes have one |
| |
|
|
| |
Always
on standby |
| |
not a direct charge to user |
direct charge to consumer |
| |
conservative |
challenging |
| |
no consumer choice |
consumer choice |
HISTORICAL FIGURES
Choose (at random) a historical figure, someone famous from the past
- or the present. The figure should be well known to the group.
Get the group to identify the attributes or characteristics associated
with this figure.
Then ask the group to use this list of characteristics or attributes
to:
|
either: |
define the problem more clearly |
| |
or: |
of solutions to the problem |
| |
Example: |
Problem: not enough women managers? |
| |
|
|
| |
Figure: |
HENRY VIII |
|
fat |
royal |
bully |
| |
songwriter |
heavyweight |
powerful |
| |
dead |
hard to please |
|
| |
extremist |
confrontational |
anti-church |
| |
liked women |
obsessive |
|
| |
high profile |
|
|
TOP
defining the problem:
hard to please: can’t meet everyone’s needs
powerful: training lobby isn’t powerful enough
identifying possible solutions:
high profile: give it a higher profile
heavyweight: get some senior support mobilised
IMAGES
- Draw your problem. No text - just images. No talking / explaining
- just draw.
- Others then ‘interpret’ your problem; they describe what
they see. This often produces insights - you may have subconsciously
drawn a significant aspect that you weren’t aware of at the conscious
level.
- You then explain your image, and talk about it; this stage may get
you to talk about your problem in a fresh way. You also respond to the
others’ comments.
- Others then amend your image (preferably using a different colour),
suggesting solutions or ways forward. The same rules as in stage 1 apply:
no text, no talking as they draw.
- You then offer interpretations of what you see in their adaptations.
- They then explain their adaptations and all discuss.
The Team Management Profile as a Problem Solving Tool
As an extension of DeBono’s Six Hats model, the Team Management
Wheel can be utilised as a problem solving technique.
In a team or as an individual use each profile segment to represent a
way of looking at the problem – this can give you eight perspectives
on a problem.
For example;
An Explorer-Promoter looking at a
problem, would consider the problem from the perspective of;
- an opportunity to explore ideas;
- talking about the issue;
- initiating new assignments;
- concentrating on possibilities and the future;
- enthusiastically involving other people;
- thinking laterally.
Whereas a Controller-Inspector looking
at the problem, would consider the problem from the perspective of;
- written communications, memos and formal agendas;
- scaling things down to a system of step-by-step processes;
- thinking before speaking;
- paying attention to detail;
- 'doing the homework';
- being practical.
As with the Team Management Profile neither perspective is Good Or Bad
it’s simply different. However use of the above as a process again
helps to break mindsets and increases the possibility of solutions. An
enjoyable by-product of the above process is that it allows for greater
understanding of differing profiles. This understanding leads to greater
self awareness and helps tolerance of people’s differences.
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Conclusion
I have suggested that the three steps towards effective problem solving
are;
1. Time
2. Environment
3. Technique
It is interesting to note the additional advantage that instruments such
as the QO2 and the Team Management Profile add to the success of the process.
Team involvement in problem solving has a number of benefits and contributes
to the success of the team’s effectiveness. Some benefits are:
- Involvement motivates staff and creates buy in.
- The team may well come up with a better solution to the problem.
- The team becomes the means by which the solution is communicated to
the wider organisation or clients. Their involvement ensures understanding
of the subject and a unified communication delivery by the team.
There are many more benefits to be gained from problem solving and creativity.
To ensure effectiveness in this area, allot the appropriate time to fit
your needs, ensure the ideal environment is created to optimise your output
and use the techniques that are understood by all and work for you. Oh
yes, and have some fun too, it improves the results!
 Would you like
to become accredited to use the TLS profiles?
Would you like
to investigate having TLS profiles facilitated for you and your team?
Next Article
In the next ‘In-Touch’ article I will show how different
team meeting purposes can be reflected by the colours of the Margerison
McCann Team Management Wheel. Using ‘Red/Blue’ type meetings
in particular we can see how best to progress a team’s monthly agendas
and how to convert a team’s good ideas and objectives into actionable
outcomes.
TOP
Dr Paul Robinson
Managing Director
Team Leadership Services
© 2004 Team Leadership Services
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