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- DR WILFRED MONTEIRO BLOGSPOT
- DR WILFRED MONTEIRO (www.synergymanager.net) is India’s nationally acclaimed stalwart in the HUMAN RESOURCE MANAGMENT FIELD He is the fournder of META+COACH - the definitive model for executive coaching and mentoring for business scions and young entrepreneurs &a wide range of business professional like lawyers, architects, chartered accountants.technocrats etc. His coaching sessions have help people to find their & DEFINING MOMENTS at life and work. He has fostered THOUGHT LEADERSHIP through over numerous public seminars and conferences organised by India's leading Chamber of Commerce D He is a advisor to board of directors and a keynote speaker for international seminars & conferences
Tuesday, October 28, 2014
The five principles are five practices, five avenues to achievement, and five source of knowledge. It is an old saying and a good rule that “Practice makes perfect,”
META+COACH MODULE ON EXECUTIVE SKILLS ON PROBLEM SOLVING - THE GIST
AN EASY GUIDE TO PROBLEM SOLVING
@ LIFE & WORK
In the largest sense, society is breaking
into two classes: The first class are people who know how to think. These
people realize that most problems are open to examination and creative
solution. If a problem appears in the lives of these people, their intellectual
training will quickly lead them to a solution or an alternative statement of
the problem. These people are the source of the most important product in
today's economy — ideas. The second class, the vast majority of people who
cannot think for themselves. We can call
these people "idea consumers" — metaphorically speaking, they wander
around in a gigantic open-air mall of facts and ideas. The content of their
experience is provided by television, the Internet and other shallow data
pools. These people believe collecting images and facts makes them educated and
competent, and all their experiences reinforce this belief. The central,
organizing principle of this class is that ideas come from somewhere else, from
magical persons, geniuses, "them."
It seems like every time we turn around to
serious thinking, we have to make more decisions. The question is, "Are
you a good decision maker?" If you aren't (or don't think you are), there
is no need to worry. Decision-making is a skill that can be learned by anyone.
Although some people may find this particular skill easier than others,
everyone applies a similar process.
There are two basic kinds of decisions: those
that are arrived at using a specific process and those that just happen.
Although both kinds of decisions contain opportunities and learning
experiences, there are definite advantages to using a specific process to make
a decision. The most obvious advantage is the reduced level of stress you will experience.
Wise decisions are decisions that are made
using a definite process. They are based on the values and perceptions of the
decision-maker and include carefully considered alternatives and options along
with periodic reassessments of the decision and its effects. Wise decisions may
or may not follow societal norms and expectations. However, they are right for
the decider based on what she knows at that point in time about both her
options as well as herself.
STEP
BY STEP GUIDE TO PROBLEM SOLVING & DECISION MAKING
1. Define the problem
This
is often where people struggle. They react to what they think the problem is.
Instead, seek to understand more about why you think there's a problem.
Defining
the problem: (with input from yourself and others)
Ask yourself and others, the following questions:
a. What can you see that causes you to think there's a problem?
b. Where is it happening?
c. How is it happening?
d. When is it happening?
e. With whom is it happening? (HINT: Don't jump to "Who is causing the
problem?" When we're stressed, blaming is often one of our first
reactions. To be an effective manager, you need to address issues more than
people.)
f. Why is it happening?
g. Write down a five-sentence description of the problem in terms of "The
following should be happening, but isn't ..." or "The following is
happening and should be: ..." As much as possible, be specific in your
description, including what is happening, where, how, with whom and why. (It
may be helpful at this point to use a variety of research methods. Also see .
Defining
complex problems:
a. If the problem still seems overwhelming, break it down by repeating steps
a-f until you have descriptions of several related problems.
Verifying
your understanding of the problems:
a. It helps a great deal to verify your problem analysis for conferring with a
peer or someone else.
Prioritize
the problems:
a. If you discover that you are looking at several related problems, then
prioritize which ones you should address first.
b. Note the difference between "important" and "urgent"
problems. Often, what we consider to be important problems to consider are
really just urgent problems. Important problems deserve more attention. For
example, if you're continually answering "urgent" phone calls, then
you've probably got a more "important" problem and that's to design a
system that screens and prioritizes your phone calls.
Understand
your role in the problem:
a. Your role in the problem can greatly influence how you perceive the role of
others. For example, if you're very stressed out, it'll probably look like
others are, too, or, you may resort too quickly to blaming and reprimanding
others. Or, you are feel very guilty about your role in the problem, you may
ignore the accountabilities of others.
2. Look at potential causes for the
problem
a.
It's amazing how much you don't know about what you don't know. Therefore, in
this phase, it's critical to get input from other people who notice the problem
and who are effected by it.
b. It's often useful to collect input from other individuals one at a time (at
least at first). Otherwise, people tend to be inhibited about offering their
impressions of the real causes of problems.
c. Write down what your opinions and what you've heard from others.
d. Regarding what you think might be performance problems associated with an
employee, it's often useful to seek advice from a peer or your supervisor in
order to verify your impression of the problem.
e.Write down a description of the cause of the problem and in terms of what is
happening, where, when, how, with whom and why.
3. Identify alternatives for approaches
to resolve the problem
a. At
this point, it's useful to keep others involved (unless you're facing a
personal and/or employee performance problem). Brainstorm for solutions to the
problem. Very simply put, brainstorming is collecting as many ideas as
possible, then screening them to find the best idea. It's critical when
collecting the ideas to not pass any judgment on the ideas -- just write them
down as you hear them.
4. Select an approach to resolve the
problem
When
selecting the best approach, consider:
a. Which approach is the most likely to solve the problem for the long term?
b. Which approach is the most realistic to accomplish for now? Do you have the
resources? Are they affordable? Do you have enough time to implement the
approach?
c. What is the extent of risk associated with each alternative?
The nature of this step, in particular, in the problem solving process is why
problem solving and decision making are highly integrated.
5. Plan the implementation of the best
alternative (this is your action plan)
a.
Carefully consider "What will the situation look like when the problem is
solved?"
b. What steps should be taken to implement the best alternative to solving the
problem? What systems or processes should be changed in your organization, for
example, a new policy or procedure? Don't resort to solutions where someone is
"just going to try harder".
c. How will you know if the steps are being followed or not? (these are your
indicators of the success of your plan)
d. What resources will you need in terms of people, money and facilities?
e. How much time will you need to implement the solution? Write a schedule that
includes the start and stop times, and when you expect to see certain
indicators of success.
f. Who will primarily be responsible for ensuring implementation of the plan?
g. Write down the answers to the above questions and consider this as your
action plan.
h. Communicate the plan to those who will involved in implementing it and, at
least, to your immediate supervisor.
An important aspect of this step in the problem-solving process is continually
observation and feedback.
6. Monitor implementation of the plan
Monitor
the indicators of success:
a. Are you seeing what you would expect from the indicators?
b. Will the plan be done according to schedule?
c. If the plan is not being followed as expected, then consider: Was the plan
realistic? Are there sufficient resources to accomplish the plan on schedule?
Should more priority be placed on various aspects of the plan? Should the plan
be changed?
7. Verify if the problem has been
resolved or not
One of
the best ways to verify if a problem has been solved or not is to resume normal
operations in the organization. Still, you should consider:
a. What changes should be made to avoid this type of problem in the future?
Consider changes to policies and procedures, training, etc.
b. Lastly, consider "What did you learn from this problem solving?"
Consider new knowledge, understanding and/or skills.
c. Consider writing a brief memo that highlights the success of the problem
solving effort, and what you learned as a result. Share it with your
supervisor, peers and subordinates.
With best wishes
Dr Wilfred Monteiro
META+COACH MODULE ON EXECUTIVE DECISION MAKING - A NEW INSIGHT
Common Decision-Making Mistakes
Each day we are faced with situations in life that require us to make choices. Some of these choices are easy, and at times, some of them can be difficult. Easy decisions consist of things like what clothing you should wear; most people choose what to wear based on the season of the year, the weather of the day, and where they might be going. Other easy decisions consist of things like what to eat, what movie to see, and what television programs to watch.
Decisions that seem to be the most difficult are those that require a deeper level of thought. Examples of difficult decisions consist of things like where to attend college, what career path would be best, and/or whether or not to marry and start a family. These types of decisions are difficult because they are life changing decisions; they shape who we are, and they shape our future.
Making good decisions is a method that must be learned. It is not something with which we are innately born, but merely a step by step process that is usually ascertained from life experience. Most adults know that experience can be a costly, ineffective teacher that teaches more bad habits than good; and because decisions can vary so obviously from one situation to the next, the experience gained from making one important decision is often times of little or no use when another decision-making problem arises.
A NEW INSIGHT
As much as we would like to believe that we do not have any prejudices or biases, the fact is that everyone does. The more aware you are of yours, the better off you will be. The main reason everyone has their own way of viewing the world is because our brains simply cannot take in everything, at least not on a conscious level.
Have you ever tried to learn ten new things all at once? If you
have, you know that it is very easy to become overwhelmed and to end up
learning very little at all. That is because of the way the brain works. Our
brains screen and categorize information so that we can understand the world
around us without being overwhelmed by it. We get into trouble when we fail to
realize that many of the perceptions we hold are based on what society (i.e.,
parents, teachers, the church, all institutions, etc.) teach us, not what we
actually know to be true.
Below is a list of the most common decision-making mistakes. By
learning about these pitfalls now, you will be able to avoid them in the
future.
· Relying too much on "expert" information.
Oftentimes, people have
a tendency to place too much emphasis on what "experts" say.
Remember, experts are only human and have their own set of biases and
prejudices just like the rest of us. By seeking information from a lot of
different sources, you will get much better information than you would if you
focused all of your energy on only one source.
· Overestimating the value of information received from others.
People have a tendency
to overestimate the value of certain individuals in our society and
underestimate the value of others. For instance, experts, authority figures,
parents, high status groups, people who seem to have it all together, and
people we respect have a way of swaying our opinion based simply on the fact
that we believe they know more than we do. When you find yourself doing this,
ask yourself: Do they know as much about this problem as I do? Are their values
the same as mine? Have they had any personal experiences with a problem like
mine? In other words, keep their opinions in perspective.
· Underestimating the value of information received from others.
Whether we realize it or
not, we also have a tendency to discount information we receive from
individuals such as children, low status groups, women (yes, believe it!), the
elderly, homemakers, blue-collar workers, artists, etc. This is unfortunate
since a lot of times these groups can paint a good picture of the "other
side" of your problem. In other words, these groups may use entirely
different values and perceptions in their answers to your questions. The result
is a bigger picture perspective of what the issues really are. Just make a note
that if you find yourself discounting the information you receive from anyone,
make sure you ask yourself "why".
· Only hearing what you want to hear or seeing what you want to see.
Try
this exercise. Ask a friend to look around them and make note of everything
that is green. Now, have them close their eyes. Once their eyes are closed, ask
them to tell you what around them is red. Almost everyone you ask will not be
able to tell you what was red because they were focusing on what was green. Our
perceptions work the same way. If we have expectations or biases that we are
not aware of, we tend to see what we want to see. Likewise, if someone tries to
tell us something we do not want to hear, we simply do not hear them. This is a
common mistake that many people make. The key is to be aware of your own
prejudices and expectations while at the same time staying open to everything
that comes your way.
· Not listening to your feelings or gut reactions.
Have you ever made a
decision only to have it be followed by a major stomach ache or headache? This
is your body talking to you. Our brains are constantly taking in more
information than we can consciously process. All of this extra information gets
buried in our subconscious. Although we may not be able to retrieve this
information, our body stores it for us until it is needed. In moments when we
need to make a decision, our bodies provide clues to the answer through
feelings or gut reactions. Unfortunately, our society teaches us to ignore
these feelings. But by tuning into your intuition, you will find that you will
make much better decisions in the long run.
With best wishes
Dr Wilfred Monteiro
An Uncertain World means you need to give up your need for control.
VUCA is a buzz word and rightly so for today. it
stands for four forces ruling us today. Volatility, Uncertainty, Complexity And
Ambiguity Give up your need to always be right. There are so many of us who can’t stand the
idea of being wrong – wanting to always be right – even at the risk of ending
great relationships or causing a great deal of stress and pain, for us and for
others. It’s just not worth it. Whenever you feel the ‘urgent’ need to jump
into a fight over who is right and who is wrong, ask yourself this question: “Would I
rather be right, or would I rather be open to a new idea?” . What difference will that make
to your mental horizon?
An Uncertain World means you need to
give up your need for control. Be willing to give up your need to
always control everything that happens to you and around you – situations,
events, people, etc. Whether they are loved ones, coworkers, or just strangers
you meet on the street – just allow them to be. Allow everything and everyone
to be just as they are and you will see how much better will that make you
feel.
“By
letting it go it all gets done. The world is won by those who let it go. But
when you try and try. The world is beyond winning.” Said Lao Tzu the ancient
Chinese sage. A Complex and Ambiguous
World means you need to give up any resistance to change. Change is
good. Change will help you move to the next level of sucess. Change will help
you make improvements in your life and also the lives of those around you.
Follow your bliss, embrace change – don’t resist it. Follow your conscience on what’s right for
you and the universe will open doors for
you where there were only walls
With best wishes
Dr Wilfred Monteiro