Facilitative Leadership & Creative Problem Solving

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Facilitative Leadership & Creative Problem Solving

  1. 1. Facilitative Leadership and Creative Problem Solving: Two Tools for High Performing Business Analysts Developed by Andy Wilkins andy@perspectiv.co.uk
  2. 2. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  3. 3. Agenda1. The situation2. An overview of Facilitative Leadership and Creative Problem Solving: 2 useful tools for business analysts3. Questions and answers Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  4. 4. “Here be dragons…” Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  5. 5. Norms for us to work with in this sessionMy commitment to you is to: I need you to:• Work to maintain your interest • Engage in the session (avoid distractions)• Provide an opportunity to think • Consider what you have to ‘ go’let about some new ways of working of to maximise your learning As I can only ever own 50% of a contract, are you happy with this? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  6. 6. Faced with a choice between changing one’mind s and proving that there is no need to do so, almost every BA gets busy on the proof. John Kenneth Galbraithperspectiv
  7. 7. Setting the stage Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  8. 8. Some questions…Who here sees their work in business analysis assomething to do with… 1. Change? 2. Creativity? 3. Problem Solving? 4. Innovation? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  9. 9. Setting the stage…•How would you characterise the future environment for business analysts?•What is your image of what the business analysts environment is like?•What is your view of the 21st century business analysts environment contrasted with the 20th century? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  10. 10. How do you see the world moving? Or towards more like this? Perspectiv Towards more like this? IIBA, 3 March 2011 © Perspectiv LLP
  11. 11. Some of our assumptions about the environment are thatyour organisations may increasingly be required to … •…be fitter and more adaptable in order to succeed •…continuously strengthen your capability to respond quickly and imaginatively to internal and external changes •…thrive at the speed of change and on the edge of more and more chaos & complexity Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  12. 12. And this environmental complexity may include… •…heightened economic uncertainty •…increasingly discerning customers •…conflicting stakeholders needs •…relentless demand for faster response •…diminishing global boundaries •…fierce competition Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  13. 13. The world of business analysts…•They need to evolve, change, and transform•They need to become: •strategic leaders of change •to provide exceptional requirements management •to facilitate divisional communications, joint application design sessions, and process mapping workshops; •to be able to be part of high performing teams; •and build relationships using emotional intelligence.•In short, to be able to master a unique combination of hard and soft skills. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  14. 14. Some recent reportsBCG and WFPMA 2010 Report:• "Improving leadership development." (Second most important factor).• "We are looking for two things: great problem-solving skills - the ability to take a really messy problem, disaggregate it and drive to data- driven answers - and really deep business sense." (Google)IBM CEO Report 2010:• Creativity is the most important leadership quality, according to CEOs. Standouts practice and encourage experimentation and innovation throughout their organizations. Creative leaders expect to make deeper business model changes to realize their strategies. To succeed, they take more calculated risks, find new ideas, and keep innovating in how they lead and communicate. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  15. 15. A FTSE 100 directors thoughts… • Its the relationship that really matters. The soft stuff, if you like. We are not selling, we are here to help. • Its also about language and having a shared language over time. • Its about how you help people get to where they want to get to. • It is about holistic - systemic - collaborative thinking. • Its about creativity and innovation and bringing insights from other industries beyond just technology. • We have to find time to think creatively so that we can increase value. • Its about having the moral courage to challenge and push back at times. • Its about letting go. • Its about feedback - watch any high performing team - they dont hide issues and giving each other feedback. • Its about creating an environment that fosters ideas.© Perspectiv LLP • It requires an inquiring and collaborative mind. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  16. 16. We are playing anew game by old rules Barnett, a Pentagon’New Map s The new rules The old rulesPerspectiv IIBA, 3 March 2011 © Perspectiv LLP
  17. 17. What sort of problem is a business analysts work? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  18. 18. Knotty problems Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of changing problems that interact with each other. I call such situations messes... managers do not solve problems: they manage messes. Russ Ackoff Pull here Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  19. 19. What sort of problem is a business analysts work? Hi: Far from agreement People/Social/Behavioural Wicked Problems/ Wicked Messes/ Complex Chaotic Complexity Lo: Close to agreement Tame/Simple Messy/Complicated Problems Problems Lo: Close to Hi: Far from certainty certainty Task/Technical/Process Complexity Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  20. 20. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem. Russell AckoffPerspectiv IIBA, 3 March 2011 © Perspectiv LLP
  21. 21. Wicked Problems are characterised by …• Complexity - interconnectivity - scale - novelty• Unforeseen new structures• Unexpected new properties• Radical and incremental innovation• No definite formulation of the problem• Each problem is essentially unique - often has not been faced before - and is entwined with other problems• The search for solutions never stops• Solutions are not good or bad or limited, but are judgment calls and are often difficult to measure. Wicked problems often crop up when organizations have to face constant change or unprecedented challenges. They occur in a social context; the greater the disagreement among stakeholders, the more wicked the problem. In fact, it is the social complexity of wicked problems as much as their technical difficulties that make them tough to manage. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  22. 22. So what sort of leadership is required toaddress wicked problems and wicked messes? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  23. 23. Some questions•How many people in the room would call themselves a facilitator, at times?•How many people in the room would call themselves a leader, at times?•When facilitating, how many people in the room would see themselves in a leadership role? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  24. 24. The ‘’ skills & competencies T of Intra and interpersonal skills - people ‘ Soft’skills (even ‘ harder’ skills) competencies such as: learning & teaching, management, leadership, communication, As a rule of thumb, intra and inter personal listening, problem solving, innovation, competencies creativity, change, values/culture, teams and account for about groups, building & mending relationships ….Source: Daniel Goldman Emotional intelligence 60-80% of the factors that will determine ‘ Hard’skills your success marketeer, technologist … competencies- engineer, Content, functional, IQ, As a rule of thumb, specialist skills –core accountant, designer, IQ contributes about 20-40% of the factors that will determine your success Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  25. 25. Examples of T ness IBM - the T shapedDo we IDEO: often quoted as the professional world’most innovative srecruit companydrillers Design Thinkingwho can Discipline Thinkinglearn, orlearners CQ+PQ>IQwho candrill?Question asked atBP Horizontalize Yourself Perspectiv IIBA, 3 March 2011 © Perspectiv LLP © Perspectiv LLP
  26. 26. Facilitative Leadership• This session will aim to share some further thoughts and ideas to the wisdom that already exists in the business analysts community related to Facilitative Leadership and Creative Problem Solving –two tools that may help prepare business analysts to achieve their ambitions.• Creative Problem Solving is a tried and test 50 year old method based on people’natural problem solving style and which integrates easily s as a complement to the Business Analysis Body of Knowledge as well as other methods such as Lean and Six Sigma.• But as a client recently said to us: “ Whilst Creative Problem Solving, Lean, and Six Sigma are all excellent methods, they are no good if you cant bring people with you, create a productive environment, and make it work in practice. This is what Facilitative Leadership provides.” Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  27. 27. Our definition of Facilitative Leadership Process-oriented inclusive leadership that involves interactions among two or more people Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  28. 28. Facilitative Leadership pays continual attention to four areas • Facilitative Leadership (FL) is a type of leadership that is required when faced with problems that have people and technical complexity (often referred to as wicked problems - they are complex and defy simple formulations and easy solutions)© Creative Problem Solving Group Inc. and Perspectiv LLP • Facilitative Leadership involves taking a systems approach by paying attention to creating a productive Climate, through an inclusive Leadership approach, and the disciplined use of deliberate Process such as Creative Problem Solving and others such as Lean and Six Sigma to achieve the desired Outcomes. • The defining feature of Facilitative Leaders is that People they offer process and LPI structure rather than Outcomes directions and answers. Climate In every situation, they know how to design ways that enable people to find their own answers. Process Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  29. 29. Have you ever considered the climate or atmospherein your team or organisationor the climate that you create around you? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  30. 30. You might be thinking to yourself….“ trying to understand atmosphere like tryingIsnt to nail jam/jello to the wall?” “ Anyway, how can you measure atmosphere?” “ I dont really believe it is as important And as the hard and technical stuff.” © Wilkins & Stuart-Cox Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  31. 31. Climate is different to culture Climate The observable habits that characterise life in an organisation. Culture The values and beliefs that reflect the deeper foundations of the organisation. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  32. 32. What Does It Say? Opportunity isnowhere Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  33. 33. The fish is the last to discover waterPerspectiv IIBA, 3 March 2011 © Perspectiv LLP
  34. 34. The dimensions of a healthy climate Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  35. 35. The leadership/management behaviours andclimate and performance links Performance Management & leadership Climate behaviours Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  36. 36. Another question…One of the ways we separate leadership frommanagement is to point out that leadership isbestowed on you by your followers andmanagement is bestowed on you by your boss.This then raises an intriguing question: what are thetop 4 characteristics of leadership in order forpeople to willingly follow (you as a BA)? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  37. 37. Facilitative Leadership contrasted withManagerial Leadership… 1 Facilitative Leadership Managerial Leadership Helps others to contain, ameliorate of Helps others by bringing content and Focus solve a problem – agree a coherent to power and some process expertise to way forward using a process approach the situation Process Skills Developed Limited Content Limited Expert Based on Credibility: Based on Positional Power: Competence/Expertise in Leadership • •Reward Power Power • Honesty •Coercive Power •Forward Looking •Legitimate Power •Inspiring/Believable •Expertise in Content Power Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  38. 38. Facilitative Leadership complements and enhancesother methods such as Lean and Six Sigma People "FL-CPS & Lean Six Sigma work extremely well together" Davies, Donoghue, and McNamee© Creative Problem Solving Group Inc. and Perspectiv LLP Climate LPI Outcomes Process Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  39. 39. Creative Problem Solving v6.1 is …•…a 50 year old process (method) based on how people naturally solve problems. (The current version is V6.1)•…a model to help you solve problems and manage change creatively.•…a set of easy to use tools to help translate goals into reality. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  40. 40. Prescriptive view of process Drop problems© Creative Problem Solving Group Inc. in here ® ® ® ® ® ® ® ® ® ® ® Receive solutions ® ® here ® perspectiv
  41. 41. The descriptive CPS 6.1™process Getting IdeasModel used with permission. © Creative Problem Solving Group Inc. You know what the problem is, but you don’ know how to get t Generating new ideas to solve it Ideas Clarifying the Challenge You’ not sure what you want or re where you want to go You don’ have, or haven’ explored t t Planning for all perspectives You’ not sure what the real re Implementation problem is You have new ideas, but you don’ know how to transform t them from ideas into reality Constructing Planning Opportunities Your Approach Exploring Building Data Acceptance Developing Solutions Framing Problems Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  42. 42. The FL-CPS toolbox GUIDELINES FOR GUIDELINES FOR© Creative Problem Solving Group Inc. GENERATING OPTIONS FOCUSING OPTIONS •BRAINSTORMING WITH POST-ITS® •ALUo (Advantages, Limitations, Unique •BRAINWRITING qualities, overcome Limitations) •IMAGERY TREK •EVALUATION MATRIX •LADDER OF ABSTRACTION •HIGHLIGHTING •MORPHOLOGICAL MATRIX •MUSTS/WANTS •BRAINSTORMING ENHANCERS •PCA (Paired Comparison Analysis) •VIR (Visually Identifying •SELECTING HITS Relationships) •SML (Short, Medium, Long) •BRAINSTORMING •CRITERIA CHOOSING TOOLS FOR GENERATING OPTIONS CHOOSING TOOLS FOR FOCUSING OPTIONS Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  43. 43. If your situation includes this…• Imperative to change. Employee survey says we are not very good at it. Got to try and take people along the change journey. Traditionally, we have not worried about the softer issues like bringing people with us. This means we have to increase ENGAGEMENT.• Also our organisation design requires us to COLLABORATE across the business. In the Old Way, command & control worked but not if we want to be at the Frontier.• When working on change we have to look at the HEAD (does this make sense?), HEART (how do we feel about this and is it being done fairly?) & BELLY (how fired up and courageous are we to be part of it?) Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  44. 44. … this… you and your organisation or areexperiencing..• ..products/outcomes that are based on the collective wisdom of the group - or based on those that have the most verbal dexterity and the loudest voice?• …emphasising speed too much at the expense of quality?• …not having a consistent process for solving our organizational problems?• …a lack of clarity about roles in change?• …a need to work more collaboratively as we move forward? Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  45. 45. A FTSE 100 directors thoughts… • Its the relationship that really matters. The soft stuff, if you like. We are not selling, we are here to help. • Its also about language and having a shared language over time. • Its about how you help people get to where they want to get to. • It is about holistic - systemic - collaborative thinking. • Its about creativity and innovation and bringing insights from other industries beyond just technology. • We have to find time to think creatively so that we can increase value. • Its about having the moral courage to challenge and push back at times. • Its about letting go. • Its about feedback - watch any high performing team - they dont hide issues and giving each other feedback. • Its about creating an environment that fosters ideas.© Perspectiv LLP • It requires an inquiring and collaborative mind. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  46. 46. Facilitative Leadership People Inclusive Outcomes Leadership More Improvement, Climate Productivity, Productive Growth environment Generating Process Ideas Deliberate Method © Creative Problem Solving Group Inc. Constructing Planning Opportunities Your Approach Building Exploring Data Acceptance Developing Solutions Framing Problems Model used with permission. © Creative Problem Solving Group Inc. Creative Problem Solving Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  47. 47. Further informationI hope this provided some useful insights about Facilitative Leadership andCreative Problem Solving. If you would like to obtain more information ormaybe attend a course, the following resources might be of use: Courses are available from: • www.perspectiv.co.uk • www.thinkfirstserve.com • www.thedevelopmentdifference.com Recommended books: • Creative Approaches to Problem Solving (3rd edition). Isaksen, Dorval, Treffinger. • Meeting the Innovation Challenge. Leadership for Transformation and Growth. Isaksen and Tidd. Perspectiv IIBA, 3 March 2011 © Perspectiv LLP
  48. 48. Facilitative Leadership and Creative Problem Solving: Two Capabilities for High Performance Business Analysts Developed by Andy Wilkins andy@perspectiv.co.uk

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