Building Leadership Skills: ProblemSolving and DecisionMaking

1
Building Leadership SkillsProblem-Solving and
Decision-Making

• An Infopeople Workshop
• Presented by Joan Frye Williams
• www.jfwilliams.com

2
Not All Decisions Require Equal Attention
3
Decision Insurance

• Define the problem
• Gather additional data
• Lay it all out
• Identify your options
• Evaluate your options
• Make your decision
• Move forward

4
Step 1Define the Problem

• What?
• Where?
• How?
• When?
• With whom?
• Why?

5
For a Complex Problem

• Break it down
• Verify with others
• Prioritize

6
Describe the Desired Outcome(s)

• Define the solved state
• Heres what should be happening

7
Identify Specific, Measurable Goals

• What are we trying to
• Achieve?
• Preserve?
• Avoid?
• Eliminate?

8
Link Back to the Big Picture

• Make sure your desired outcomes align clearly
  with the librarys mission and strategic plan

9
Reality CheckDecision 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?

10
Step 2Gather Additional Data

• Broad
• Objective
• Verifiable
• Relevant

11
Beware

• Hearsay/rumor
• Opinion
• Wishful thinking
• Labeling the problem
• Blaming/scapegoating
• Vivid but minor evidence

12
Look Outside the Library as Well as In
13
Dont Overlook

• Your own beliefs and biases
• Your own (possible) role in the situation

14
How Much Information Is Enough?
15
Just Be Sure YouCover the Bases

• Bouncing around is natural
• More information may accrue over time

16
Step 3Lay It All Out
17
Pareto Analysis

• 80/20 rule
• Focus on numerical data
• Use to identify
• which situations are most common

18
Mind Mapping

• Free-form note taking
• Any kind of information
• Use to show how different facts relate to the
  problem
• and to each other

19
Look into Causes but Dont Bog Down

• Not all problems are caused
• Not all causes can be corrected
• Ask for input one person at a time.

20
The Un-ProblemAppreciative 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?

21
Step 4Identify Your Options

• What options do we have?
• What has been done in other libraries?
• In other disciplines?
• How about something new?

22
SituationSomethings Gone Wrong

• Find and correct the changes that account for the
  fall-off in results.

23
SituationIncreased or Changing Expectations

• Find new ways of operating.

24
SituationThe Double Whammy

• Find ways to reengineer the system correct and
  invent.

25
SituationIt Never Did Work Right

• Find ways to overhaul or completely rebuild.

26
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

27
Be Sure to Include

• Current approach
• Something new
• Something fun

28
Step 5Evaluate Your Options
29
Check Sheet
30
SWOT Strengths Weaknesses Opportunities
ThreatsPMIPlus Minus - Interesting
31
Six Thinking Hats

32
Think Through Risks and Consequences

• Reversible?
• Pilot-able?
• Timely?
• Politically sensitive?

33
Special Challenges in Many Library Environments

• Perfectionism
• Catastrophizing
• Mixed feelings about success

34
Step 6Make Your Decision

35
Reality CheckStrategic Thinking

• How might this decision change the librarys
  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?

36
Take Time to Write a Brief Summary of Your Process
37
Step 7Move Forward

• Communicate the decision/solution
• Plan the implementation
• Monitor results
• Learn as you go

38
When Things Go Wrong

• Work each problem
• Re-prioritize if necessary
• Maintain focus on desired outcomes
• After a fair trial, change options