Building Leadership Skills:

Problem-Solving and Decision-Making

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

Not All Decisions Require Equal Attention

Decision Insurance
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
1.

Step #1: Define the Problem

What? Where?

How?
When?

With

whom? Why?

For a Complex Problem

Break

it down Verify with others Prioritize

Describe the Desired Outcome(s)

Define the solved state: Heres 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 librarys 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

Dont 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 Dont 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: Somethings Gone Wrong

Find

and 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

Find

ways to reengineer the system correct and invent.

Situation: It Never Did Work Right

Find

ways 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
Current

approach Something new Something fun

Step #5: Evaluate Your Options

Check Sheet
Option Option 1 2
Desired Outcome Desired Outcome Desired Outcome Desired Outcome

Option 3

Option 4

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 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?

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