Want Collaboration Workshop


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Want Collaboration Workshop - Organization Effectiveness

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  • Think of it as being on a fact finding mission. Exercise Provide a preselected classroom exercise Question 1: Why did the patient get the incorrect medicine? Answer 1: Because the prescription was wrong. Question 2: Why was the prescription wrong? Answer 2: Because the doctor made the wrong decision. Question 3: Why did the doctor make the wrong decision? Answer 3: Because he did not have complete information in the patient’s chart. Question 4: Why wasn’t the patient’s chart complete? Answer 4: Because the doctor’s assistant had not entered the latest laboratory report. Question 5: Why hadn’t the doctor’s assistant charted the latest laboratory report? Answer 5: Because the lab technician telephoned the results to the receptionist, who forgot to tell the assistant. Solution: Develop a system for tracking lab reports. Provide a blank to 5 why template to be utilized for the 5 why’s exercise Using your problem – ask 5 why’s and write down your response. Concept : Think about an inquisitive child, and how they ask the Why’s about everything around them. Examples: Think about a person arriving late to work? Continue to ask they why’s until you get to the root cause A person receiving an award. Why did they get the award? Note: Validate that the class understands the concept. Root Cause Analysis Tracing a Problem to Its Origins In medicine, it's easy to understand the difference between treating symptoms and curing a medical condition. Sure, when you're in pain because you've broken your wrist, you WANT to have your symptoms treated – now! However, taking painkillers won't heal your wrist, and true healing is needed before the symptoms can disappear for good. But when you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention? If you only fix the symptoms – what you see on the surface – the problem will almost certainly happen again. which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem. Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can: Determine what happened. Determine why it happened. Figure out what to do to reduce the likelihood that it will happen again. RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing. You'll usually find three basic types of causes: Physical causes - Tangible, material items failed in some way (for example, a car's brakes stopped working). Human causes - People did something wrong. or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing). Organizational causes - A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid). Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause. You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed. The Root Cause Analysis Process Root Cause Analysis has five identifiable steps. Step One: Define the Problem What do you see happening? What are the specific symptoms? Step Two: Collect Data What proof do you have that the problem exists? How long has the problem existed? What is the impact of the problem? You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues. A helpful tool at this stage is CATWOE . With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints. Step Three: Identify Possible Causal Factors What sequence of events leads to the problem? What conditions allow the problem to occur? What other problems surround the occurrence of the central problem? During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes - you want to dig deeper. Use these tools to help identify causal factors: Appreciation - Use the facts and ask "So what?" to determine all the possible consequences of a fact. 5 Whys - Ask "Why?" until you get to the root of the problem. Drill Down - Break down a problem into small, detailed parts to better understand the big picture. Cause and Effect Diagrams - Create a chart of all of the possible causal factors, to see where the trouble may have begun. Step Four: Identify the Root Cause(s) Why does the causal factor exist? What is the real reason the problem occurred? Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect. Step Five: Recommend and Implement Solutions What can you do to prevent the problem from happening again? How will the solution be implemented? Who will be responsible for it? What are the risks of implementing the solution? Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen. One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future. Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization. Another great strategy to adopt is Kaizen , or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively. Key Points Root Cause Analysis is a useful process for understanding and solving a problem. Figure out what negative events are occurring. Then, look at the complex systems around those problems, and identify key points of failure. Finally, determine solutions to address those key points, or root causes. You can use many tools to support your Root Cause Analysis process. Cause and Effect Diagrams and 5 Whys are integral to the process itself, while FMEA and Kaizen help minimize the need for Root Cause Analysis in the future. As an analytical tool, Root Cause Analysis is an essential way to perform a comprehensive, system-wide review of significant problems as well as the events and factors leading to them. Click on the button below to download a template that will help you log problems, likely root causes and potential solutions. Thanks to Career Excellence Club member weeze for providing the basis for this
  • Want Collaboration Workshop

    1. 1. Want Collaboration? Actively Manage Conflict Workshop Corrie Woolcott, Performance Consultant, HCS Training and Organization Effectiveness www.Manageyourperformance.com
    2. 2. Want Collaboration Agenda <ul><ul><li>Team Strategy (Goals/Objectives) </li></ul></ul><ul><ul><li>Activity 1 Sharing Concrete Business Case </li></ul></ul><ul><ul><li>Activity 2 Symptoms Vs. Root Cause   </li></ul></ul><ul><ul><li>Activity 3 Conflict Resolution Finding the Right Tools </li></ul></ul><ul><ul><ul><li>What Can We: CONTROL / INFLUENCE / NOT CONTROL </li></ul></ul></ul><ul><ul><ul><li>Determine Root Causes </li></ul></ul></ul><ul><ul><li>Action Plan: STOP / START / CONTINUE </li></ul></ul>
    3. 3. What Makes a Partnership or Team Successful? <ul><li>Partnership Success Factors : </li></ul><ul><ul><ul><li>Results How focused partners are on the desired outcomes, mutual success </li></ul></ul></ul><ul><ul><ul><li>Process Partners must discuss on how the partnership will work </li></ul></ul></ul><ul><ul><ul><li>Commitment Partners need to be involved and dedicated to achieving the desired results </li></ul></ul></ul><ul><ul><ul><li>Trust Partners must be able to rely on and trust one another </li></ul></ul></ul><ul><ul><ul><li>Communication Partners must keep the lines of communication open to exchange necessary information </li></ul></ul></ul>
    4. 4. Team Development Stages Gut Check ….
    5. 5. The 5 Dysfunctions of a Team Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS Stems from unwillingness to be vulnerable; open with strengths & weaknesses No unfiltered debate without trust; instead veiled discussions Without open discussion on opinions, there is no buy-in No commitment to plan of action yields hesitation to call peers on actions & behaviors Team members put their individual needs (ego, career, recognition) above collective goals By Patrick Lencioni Author and Consultant
    6. 6. Activity 1 Business Scenario <ul><li>Break out into 3 groups </li></ul><ul><li>The article discusses “3 myths of collaboration” </li></ul><ul><li>Team 1 – Effective collaboration means “teaming” </li></ul><ul><li>Team 2 – An effective incentive systems will ensure collaboration </li></ul><ul><li>Team 3 – Organizations can be structured for collaboration </li></ul><ul><li>Discuss how these myths relate to your organization. </li></ul><ul><li>Identify a scenario that best describes/supports these misguided assumptions. </li></ul><ul><li>* What makes it ineffective? </li></ul><ul><li>From the Harvard Business Review Article: Want Collaboration? J. Weiss and J. Hughes </li></ul>
    7. 7. Healthy Debate vs. Unhealthy Conflict <ul><li>Debate is HEALTHY </li></ul><ul><li>Opens up discussion </li></ul><ul><li>Clarifies problems or issues </li></ul><ul><li>Results in innovative ideas or solutions to problems </li></ul><ul><li>Builds cohesiveness once things have settled </li></ul><ul><li>Helps people develop & apply what has been learned </li></ul><ul><li>LEADS TO DISCOVERY! </li></ul><ul><li>Conflict is UNHEALTHY </li></ul><ul><li>Gets personal </li></ul><ul><li>Diverts focus from more important issues </li></ul><ul><li>Divides people </li></ul><ul><li>Destroys morale </li></ul><ul><li>Produces irresponsible behavior </li></ul><ul><li>LEADS TO DAMAGE! </li></ul>
    8. 8. Establish Root Cause: The “Ask Why” Technique Identifying and analyzing the most likely causes of the problem will allow you to get to the root of the problem. Why? Why? Why? Why? Why?
    9. 9. Activity 2 - Symptoms, Root Cause and Influence <ul><li>Part I - Open discussion </li></ul><ul><li>What are advantages and disadvantages for Healthy Debate with Internal customers </li></ul><ul><li>What are advantages and disadvantages for Unhealthy Conflict with Internal customers </li></ul><ul><li>Part II - Whiteboard </li></ul><ul><li>Identify and list conflict that is affecting your performance internally to the organization </li></ul><ul><li>What are the symptoms of the conflict you listed above   </li></ul><ul><li>What are the root causes of the conflict you listed above (The 5 Why’s) </li></ul>
    10. 10. Activity 3   Conflict Resolution Finding the Right Strategy <ul><li>6 strategies to accept and actively manage conflict </li></ul><ul><li>What not to do (The Office Video clip) </li></ul><ul><li>http://www.nbc.com/The_Office/video/clips/conflict-resolution/116196/ </li></ul><ul><li>Break out into your 3 groups </li></ul><ul><li>To resolve conflict we sometimes must use/find different tools to develop a strategy. </li></ul><ul><li>From the root causes you identified in activity #2, create a strategy and assemble a tool kit to help you deal with conflict resolution. </li></ul><ul><li>What would your conflict resolution strategy look like and what would be in your tool kit box? </li></ul>From the Harvard Business Review Article: Want Collaboration? J. Weiss and J. Hughes
    11. 11. Personal Concerns Practical Concerns
    12. 12. Get Focused: Remove Concern & Anxiety <ul><ul><li>One thing teams can do to remove some of the concerns that you and others have about being able to implement improvements or changes is to determine: </li></ul></ul><ul><ul><ul><li>What you can control </li></ul></ul></ul><ul><ul><ul><li>What you and others can influence </li></ul></ul></ul><ul><ul><ul><li>What you and others cannot control </li></ul></ul></ul>
    13. 13. Propose a Plan for Increased Effectiveness <ul><li>Action Planning Categories: </li></ul><ul><ul><li>STOP </li></ul></ul><ul><ul><li>START </li></ul></ul><ul><ul><li>CONTINUE </li></ul></ul><ul><ul><ul><li>Be sure that your action plans are specific, measureable, actionable, realistic, and time-bound </li></ul></ul></ul><ul><ul><li>Debrief </li></ul></ul>