Problem Solving in a Group.pptx
- 2. accomplish more come up with better ideas walk away with higher morale
- 3. may not participate may over-participate may discuss the problem meeting may take too long may never land on a final solution resulting inmoreawkward silencesthandiscussion resulting inashouting matchwithnodirection without avision toward actionable steps wastingeveryone’stimeandcosting more moneythanit should
- 4. Ernest G. Bormann and Nancy C. Bormann, Effective Small Group Communication, 4th ed. (Santa Rosa, CA: Burgess CA, 1988), 112–13
- 5. Step 1. Define the Problem group members share what they know about the current situation, without proposing solutions or evaluating the information
- 6. Some good questions to ask •What is the current difficulty? •How did we come to know that the difficulty exists? •Who/what is involved? •Why is it meaningful/urgent/important? •What have the effects been so far? •What, if any, elements of the difficulty require clarification?
- 7. At the end of this stage, the group should be able to compose a single sentence that summarizes the problem called a problem statement. Step 1. Define the Problem
- 8. Step 2. Analyze a group should analyze the problem and the group’s relationship to the problem
- 9. begin setting out an agenda or timeline for the group’s problem-solving process, looking forward to the other steps Step 2. Analyze
- 10. Step 3. Establish Criteria information is coming in from diverse perspectives, and each group member has contributed information from their perspective, even though there may be several points of overlap.
- 11. Step 4. Consider Possible Solutions starts to brainstorm ways to address the challenges they have addressed while focusing resources on those solutions that are more likely to produce results
- 12. Step 4. Consider Possible Solutions solutions should not be evaluated at this point, only proposed and clarified the question should be what could we do to address this problem, not what should we do to address it.
- 13. Step 4. Consider Possible Solutions discussions at this stage may reveal a need to return to previous steps to better define or more fully analyze a problem.
- 14. Step 4. Consider Possible Solutions since many problems are multifaceted, group members must generate solutions for each part of the problem separately, making sure to have multiple solutions for each part. stopping the solution-generating process prematurely can lead to groupthink.
- 15. Step 5. Decide on a Solution solutions can be critically evaluated based on their credibility, completeness, and worth once the potential solutions have been narrowed based on more obvious differences in relevance and/or merit, the group should analyze each solution based on its potential effects—especially negative effects
- 16. Some good questions to ask It is perfectly OK for a group member to question another person’s idea by asking something like: •“What do you mean?” •“Could you explain your reasoning more?”
- 17. Step 5. Decide on a Solution may want to implement all the solution strategies, but they do not have the resources to do them all. they’ll complete a cost-benefit analysis, which ranks each solution according to its probable impact.
- 18. Some good questions to ask Group members may ask: •“Does this solution live up to the original purpose or mission of the group?” •“Can the solution actually be implemented with our current resources and connections?” •“How will this solution be supported, funded, enforced, and assessed?”
- 19. Step 6. Implement the Solution implementing the solution requires some advanced planning, and it should not be rushed unless the group is operating under strict time restraints or delay may lead to some kind of harm.
- 20. Step 6. Implement the Solution some solutions can be implemented immediately, others may take days, months, or years. it may be beneficial for groups to poll those who will be affected by the solution as to their opinion of it or even do a pilot test to observe the effectiveness of the solution and how people react to it
- 21. Some good questions to ask Before implementation: •“How will we know if the solution is working or not?”
- 22. Step 7. Follow Up on the Solution the group should consider its future. in some cases, the group will get to decide if it will stay together and continue working on other tasks or if it will disband. in other cases, outside forces determine the group’s fate.
- 23. Some good questions to ask groups should also consider the following questions: •If the group disbands after implementation, who will be responsible for assessing the solution? •If the solution fails, will the same group reconvene or will a new group be formed?
- 24. and
- 25. Why Does It Matter? Knowing the type of work group helps to clarify what needs to be done and can lead to more specific conversations covering “what needs to be talked about.”
- 26. Why Does It Matter? Our behavioral repertoire should be adjusted according to the type of work group, as they all require different approaches and different behavior
- 27. Committees, the most formal of these types of work groups, are groups of persons appointed or selected to perform a function on behalf of a larger group. In a sense, the larger body entrusts a smaller subset of members to do something for them.
- 28. Some committees are enduring, as they have no fixed endpoint. Others may be ad hoc committees, appointed with a well defined charge and deadline, after which the committee will cease to exist.
- 29. Committees can serve several different functions • Governance • to review the performance of the board and board policy as well as nominate candidates for the board • Coordination and administration • Examples are an audit committee, an elections committee, a finance committee, a fundraising committee, and a program committee. Large conventions or academic conferences are usually organized by a coordinating committee drawn from the membership of the organization.
- 30. Committees can serve several different functions • Research and recommendations • may be formed to do research and make recommendations on a potential or planned project or change • Discipline • A committee on discipline may be used to handle disciplinary procedures on members of the organization • As a tactic for indecision • As a means of public relations by sending sensitive, inconvenient, or irrelevant matters to committees, organizations may bypass, stall, or disacknowledge matters without declaring a formal policy of inaction or indifference
- 31. Task forces are work groups typically comprising experts in specified areas of knowledge or practice. Task forces are small groups of people—and resources—brought together to accomplish a specific objective, with the expectation that the group will disband when the objective has been completed.
- 32. The responsibilities of the Task Force members include: • Committing to attending all scheduled meetings to the extent possible, and participating in discussions and activities. • Participating openly and honestly, respecting the opinions of group members. • Representing their organizations and the community’s interests and sharing this information • Keeping the broader community up to date on the progress • Working to achieve a general project understanding among all interested parties and the public.
- 33. One difference between task forces and committees is the assignment of “forces and resources.” That is, personnel and materials needed to enhance the chance for success of the task force are put to work simultaneously. Task force work products are collective and address the specific charge to the group
- 34. A team is a group of persons linked together for a common purpose. For the most part, teams consist of persons with complementary skills organized to function cooperatively as a group
- 35. •Decision Making / Problem Solving The most important tasks of a team are solving problems and making decisions—everything else hinges on these. Therefore, even when leaders turn decision-making over to a group, they retain the obligation to evaluate and influence how the group will proceed. Functions of Teams
- 36. •Collaboration Teams that collaborate usually enjoy low turnover and high participation because members desire continuation of the team and its commitment to goal accomplishment. Functions of Teams
- 37. • Leadership Teams need leaders, however, both from within the group and from the person responsible for the team’s performance. Often, leaders will emerge through the stages of the team’s development. Sometimes members will rotate leadership responsibility, depending on the nature of the goal. When people understand the priorities and values they need to address, making the decisions and accomplishing the tasks becomes much easier. But it all starts with a crystal clear understanding of what the team needs to accomplish. Functions of Teams
- 38. •Clear Goals Goal-oriented individuals achieve impressive results because the satisfaction of a job well done satisfies their own best interest—they need to feel successful. Often, high-performing teams will need their leader to help them redefine their success measures. Functions of Teams
- 39. •Communication Develop the habit of listening first and talking second. Don’t interrupt, and ask open-ended questions to help the other person flesh out ideas. Functions of Teams
- 40. •Effective Conflict Resolution Conflict can be either constructive or destructive. Much will be determined by how members manage the discussion and by how they regard each other. Managed effectively, when the participants view each other with respect, resolving differences can actually help the team function more efficiently, because discussing problems increases awareness, encourages change, and increases motivation. Functions of Teams
- 41. • Accountability One of the best tools you can use to help a team overcome some of the discord so members can get back on track is to have a candid discussion about areas of accountability for task accomplishment and decision-making. The goal of accountability charting is to help the members operate more effectively by clarifying each team member’s role, responsibilities, and expectations. Charting helps everyone understand who should participate in which decisions and identifies the right people for work assignments, projects, meetings, and task forces. Functions of Teams
- 42. • Accountability One of the best tools you can use to help a team overcome some of the discord so members can get back on track is to have a candid discussion about areas of accountability for task accomplishment and decision-making. The goal of accountability charting is to help the members operate more effectively by clarifying each team member’s role, responsibilities, and expectations. Charting helps everyone understand who should participate in which decisions and identifies the right people for work assignments, projects, meetings, and task forces. Functions of Teams
- 44. Building an effective team is a gradual process and can’t be accomplished in just one day or week.
- 45. Step 1. Meet with the group and explain that working as a team will benefit all members by increasing motivation, satisfaction and productivity. Ask team members for input regarding improving group performance.
- 46. Step 2. Explain to the group how the work you do benefits the company. Describe each person’s role in the group. While that might seem like obvious information, some members of the group may not realize the scope of another team member’s responsibilities or the importance of your work to the company.
- 47. Step 3. Develop several goals as a group. Goals might be to complete an important project before deadline, increase communication between members or increase sales by a certain percentage. Establish metrics to determine success and provide them to all team members.
- 48. Step 4. Decide how the group can accomplish the goals. If you are concerned about meeting a deadline, take a look at workflow and redesign the process with team input. Plan weekly meetings, use the company intranet to post updates on projects or hold informal lunch-and-learn sessions to improve communications.
- 49. Step 5. Keep team members informed of the group’s progress in meeting goals. Provide regular feedback and ask team members to keep you informed of problems or concerns. Offer solutions to difficult problems and serve as an intermediary if conflicts arise with other departments or employees.
- 50. Step 6. Encourage team members to work together to accomplish goals. Pair team members who have strengths in different areas to allow them to benefit from the other’s expertise and experience.
- 51. Step 7. Celebrate reaching goals and describe the way each team member contributed to the success. Thank each team member. Take the group out to lunch or give them gift cards in appreciation for their work.
Editor's Notes
- #5: Bullet 1. Organized and existed under the …