OBJECTIVES
To give your team a process for stating problems in positive terms, uncovering the causes, and generating solutions.
ABOUT
The module helps teams look at the process they use to solve problems. It is not about strategies for solving problems but rather the dynamics the team goes through to solve problems. Some people solve problems by figuring out what originally caused the problem and fixing it at its source. These are “fix it” people. Others are less concerned about what caused the problem and instead try to figure out how to work around the issue and get to the end result. These are “work-a-round-it” people. Teams need members with both styles. The module helps them see each other’s strengths in approaching problems and helps them learn the benefits of both approaches and practice using them.
WHEN TO USE
Use this Module when:
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team members get bogged down in ineffective problem-solving patterns and spin their wheels
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members get frustrated with each other for using different problem-solving styles and they aren’t aware of the benefits of various approaches
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helping a new team get off to a good start and combine different problem-solving approaches from the beginning
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help established teams look at how they may have gotten into a rut with problem solving or by default just accepted the style of either the leader or a prominent team member
This module, Solving Problems Together, has two components.
1) The Discussion Guide and Worksheet
This discussion guide, which is what the team members complete, contains step-by-step interactive fields, check boxes, and open fill-in spaces. This guide can be completed online using the interactive pdf and then shared or referenced as the team discusses each step. Some steps are designed to be completed together.
The supporting worksheet helps team members practice using the two primary approaches to problem solving and discuss when to use each alternative.
2) Facilitator/User’s Guide
These support materials are available to help guide the leader or facilitator through the steps of the discussion guide. An example of a completed worksheet showing a problem approached from the “work-around-it” and “fix-it” styles.
The facilitator may be an outside consultant, the team leader, or one of the team members. However, everyone can help ensure success by reading through some of the tips and suggestions in this guide.
NOTES FROM DR. PATRICK HANDLEY
The most common issue I see in the area of problem solving is that team members have, overtime, grown to accept the problem-solving approach of their leader as the only option. When this happens, members quit performing as a team and end up being simply a support group for the leader’s decisions.
Although some leaders, who strive to be in charge and in control, may think this is fine, the problem is that smart experienced team members will eventually pull back, shut down, and quit participating in decisions. When this happens, teamwork suffers.
The objective of this module is to get teams to discuss the challenges of problem solving and open up to different ways to approach problems. For example, some members may be great “fix-it” types and others may be terrific “work-a-round-it” types. I want to get teams to the point they see the advantages of using both strategies and shift their dynamics to inclusive, team-oriented problem solving.
The supporting worksheet helps teams practice both approaches.
STEPS
1) learning to restate problems with positive challenge rather than with a negative slant
2) exploring the two primary approaches to problem solving
3) practicing using the two solving problem approaches
4) agreeing on how and when to use each approach on future problems
LEADER/FACILITATOR TIPS
This module can be completed fairly quickly if job descriptions have been updated and closely match team roles. However, if these have gone unattended for some time, are out of date, or aren’t clearly defined you may need to allow extra time.
Spend time really getting clear on what is needed for the team to succeed. If there is no one taking on these roles, then there is a great opportunity for filling this role and making a big difference. It’s guaranteed that even if, as a leader, you haven’t noticed this gap, the other team members have.
Be prepared for this module to bring out some frustrations among some team members. Some may generate such long lists of roles that they feel taken advantage of or not fully paid for all they do. Others may have small lists that seem to highlight an imbalance in what they do compared to what busier team members are doing. These and similar issues are already there, the module is just providing the time and space to bring these issues out and discuss them before conflict emerges.