‘Think Smart, Work Smarter’ (III)
This week, we’ll continue with the remaining parts of ‘Think Smart, Work Smarter’ by Tremaine Du Preez.
Visual tools for problem solving:
We take for granted that everyone is ‘on the same page’ and understands all the issues as well as we do. A great start is to define the current problem or challenge to ensure that everybody is crystal clear on what the problem is.
Represent the complex issues as diagrams. Your drawing will need to show all the players and elements that interact to create the problem. Define the boundaries of your system, and identify any unknown areas.
Practical problem solving for teams:
‘Groupthink’ occurs when otherwise rational people can make irrational or poor decisions when grouped together. As a result, the following occur:
a) When digging up the past leads to finger pointing and blame throwing, group harmony suffers. Such introspection is often avoided despite the very valuable lessons it holds.
b) Backup plans can be forgotten or swept aside because of a group’s belief in their ability to get it right the first time.
c) Team leaders who need to get the best possible thinking out of their team may want to keep a beady eye on how much they allow their opinion to sway the group’s thinking.
Every problem and possible solution must be considered from the viewpoint of each stakeholder. A general guide is:
Camera 1: the team’s point of view
Camera 2: the company’s/ other departments’ points of view
Camera 3: clients’ or customers’ points of view
Camera 4: your competitors’ points of view
Put a different lens on each of the cameras to get a sense of how the problem is viewed:
Lens 1: Lessons — — What we know from the past, including successes and failures.
Lens 2: Assumptions — — What we don’t know and what assumptions we are making, including conventional wisdom, deductions, market cycles, sentiment, competitor actions, etc.
Lens 3: Solutions — — use intelligent brainstorming to generate possible solutions.
Lens 4: Risks — — What are the dangers of taking on this project? What can go wrong? Each team member should highlight at least one risk.
Lens 5: Resources — — What resources do we need and what impact will our project have on other areas of the business?
Lens 6: Rewards — — Do the rewards justify the risks taken? What are the targets or expectations of this project and how certain are we of reaching them?
Questions to tame the toughest decisions:
a) What assumptions are we using in our decision-making process?
b) Could emotions or influences such as frustrations, pride, indifference, lack of motivation, personal agendas and others affect how we approach the problem?
c) Do I (or the team leader) already have an outcome in mind before I even examine all the facts objectively?
d) Have we considered the system in which this problem occurs?
e) What consequences could our decision create for other people/departments or organizations?
Source: https://thegroupofseven.ca/lawren-harris/
Source: https://www.mutualart.com/Artwork/A-Boy-Sitting-on-the-Box/DEEB0C0E4B2535A6
Source: https://www.mutualart.com/Artwork/A-Holiday-of-the-Comet/60B7F419601FB4BB
