Use to identify
are most common
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 Don’t Bog Down
Not all problems are “caused”
Not all causes can be corrected
Ask for input – one person at a time.
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?
Identify Your Options
What options do we
What has been done
in other libraries?
In other disciplines?
Something’s Gone Wrong
Find and correct the changes that
account for the fall-off in results.
Increased – or Changing –
Find new ways of operating.
The Double Whammy
Find ways to reengineer the system –
correct and invent.
It Never Did Work Right
Find ways to overhaul – or completely
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
How might this decision change the
library’s position or reputation?
Will it set the stage or define a pattern for
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
Communicate the decision/solution
Plan the implementation
Learn as you go
When Things Go Wrong
Work each problem
Maintain focus on
After a fair trial, change