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Leadership Principles Critical To Problem Solving And Program Improvement


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Leadership Principles Critical To Problem Solving And Program Improvement

  1. 1. Leadership Principles Critical to Problem-Solving and Program Improvement Rosa West Ph.D.
  2. 2. Our objectives: <ul><li>Key Principles of Leadership </li></ul><ul><li>Understanding problem solving approach </li></ul><ul><li>Problem Exploration </li></ul><ul><li>Drilling Down on the Problem </li></ul><ul><li>Being SMART when Goal-setting </li></ul>
  3. 3. What is Leadership?
  4. 5. <ul><li>  </li></ul><ul><li>We can manage change and make improvements by becoming a Problem- Solving Leader </li></ul>
  5. 6. Leaders Create a Shared Vision <ul><li>1. Create a Vision for Change </li></ul><ul><ul><li>Determine values central to change & a strategy to execute the vision </li></ul></ul><ul><li>2. Communicate the Vision </li></ul><ul><ul><li>Talk often, open, & honestly </li></ul></ul><ul><ul><li>Lead by example </li></ul></ul><ul><li>3. Remove Obstacles/Problem Solve </li></ul><ul><ul><li>Look at your program, job descriptions, and performance and systems to ensure they're in line with your vision. </li></ul></ul><ul><ul><li>Take action to quickly remove barriers (human or otherwise). </li></ul></ul>
  6. 7. Think of several major problems that you faced over the past three months. Where did you struggle when solving the problem?
  7. 8. Recognize your Personal Approach to Problem Solving <ul><li>1. Avoidance- refuse to recognize that a problem exists </li></ul>2. Solves them as necessary - deal with the urgent 3 . Seeks them out - anticipate to avoid them becoming urgent
  8. 9. If You have the Wrong Problem, You will get the Wrong Solution. <ul><li>Problem exploration is the first stage in the problem solving process. However, exploration may be limited because you think: </li></ul><ul><ul><li>You know what you want </li></ul></ul><ul><ul><li>The problem is obvious (although perception is flawed) </li></ul></ul><ul><ul><li>The assumptions are known (although assumptions can be so ingrained you fail to notice them) </li></ul></ul><ul><ul><li>Complexity means this will be hard to solve </li></ul></ul>
  9. 10. <ul><li>“ Imagine you are in a black town. The local power company has a broken generator so the street lights aren’t working. There is no moon in the sky. A black cat decides it wants to cross the road and starts its journey. A black car comes roaring around the corner. It has a fault with its lights so they are off. As the car approaches the cat it swerves at the last moment. How did the driver see the cat? Note: There is no moon in the sky.” </li></ul>
  10. 11. Avoid Assumptions <ul><li>If you work with customers (staff, clients, etc.), try asking yourself two questions at the start of every project: </li></ul><ul><ul><li>What assumptions am I making... about this project ... about my role in it ... about what my customers, colleagues, whomever expect of me ...about their understanding of what I'm doing...? </li></ul></ul><ul><ul><li>What assumptions might my customers, colleagues, whomever be making ... about this project, about their role in it, about my understanding of what they're doing ... about my perception of their role? </li></ul></ul>
  11. 12. Create a Place for Idea Generation <ul><li>Our thinking may become ‘anchored’ to particular environments, settings, and formats. </li></ul><ul><ul><li>Anchors can trigger pessimistic thinking </li></ul></ul><ul><li>Change something to break the cycle. </li></ul>FedEx Example
  12. 13. <ul><li>&quot;Management means helping people to get the best out of themselves, not organizing things.&quot; </li></ul><ul><li>-Lauren Appley </li></ul>
  13. 14. Leaders Manage Time Efficiently <ul><li>1. Ensure that the right people are included in your meetings </li></ul><ul><li>2. Decide the best way to design an agenda </li></ul><ul><li>PAL Method </li></ul><ul><ul><ul><li>Purpose </li></ul></ul></ul><ul><ul><ul><li>Agenda </li></ul></ul></ul><ul><ul><ul><li>Length </li></ul></ul></ul><ul><li>3. Evaluate the effectiveness of your meeting and plan for follow-up </li></ul><ul><li>(Who is responsible? Timeline? Duties?) </li></ul>
  14. 15. Leaders Use the Resources of the Group <ul><li>Share leadership: distribute tasks among group members depending on the situation and individual strengths. You become a better leader by involving more people in the leadership process. </li></ul>
  15. 16. Using Resources cont… <ul><li>Pessimistic Thinking </li></ul><ul><ul><li>We are all experts in thinking negatively. </li></ul></ul><ul><ul><li>We can put this skill to good use be using reverse brainstorming. </li></ul></ul>
  16. 17. Reverse Brainstorming <ul><li>How to use: </li></ul><ul><li>1. Clearly identify the problem or challenge, and write it down. </li></ul><ul><li>2. Reverse the problem or challenge by asking: &quot;How could I possibly cause the problem?&quot;, or &quot;How could I possibly achieve the opposite effect?“ </li></ul><ul><li>3. Brainstorm the reverse problem to generate reverse solution ideas. Allow the brainstorm ideas to flow freely. Do not reject anything at this stage. </li></ul><ul><li>4. Once you have brainstormed all the ideas to solve the reverse problem, now reverse these into solution ideas for the original problem or challenge. </li></ul><ul><li>5. Evaluate these solution ideas. Can you see a potential solution? Can you see attributes of a potential solution? </li></ul>
  17. 18. An Example… <ul><li>How do we improve patient satisfaction? </li></ul><ul><li>How do we create more patient dissatisfaction? </li></ul><ul><li>Ideas: </li></ul><ul><ul><li>Double book appointments </li></ul></ul><ul><ul><li>Remove the chairs from the waiting room </li></ul></ul><ul><ul><li>Put patients who phone on hold (and forget about them) </li></ul></ul><ul><ul><li>Have patients wait outside in the parking lot </li></ul></ul><ul><ul><li>Discuss patient’s problems in public </li></ul></ul><ul><li>Reverse the solution: </li></ul><ul><ul><li>“ We don't leave patients outside in the parking lot; but in the morning, there are often patients waiting outside until opening time“. </li></ul></ul><ul><li>Potential Solution: </li></ul><ul><ul><li>“ We could open the waiting room 10 minutes earlier so it doesn’t happen. There are 2 or 3 staff working, so this will not be a problem.” </li></ul></ul>
  18. 19. Leaders Communicate, Communicate, Communicate! <ul><li>Provide Meaning </li></ul><ul><li>Utilize All Forms </li></ul><ul><li>Spread the Word </li></ul>
  19. 20. Leaders are SMART when goal setting: <ul><li>S pecific </li></ul><ul><li>M easurable </li></ul><ul><li>A ttainable </li></ul><ul><li>R ealistic </li></ul><ul><li>T imely </li></ul>
  20. 21. Leaders: <ul><li>Create a Shared Vision </li></ul><ul><li>Are proactive in problem-solving </li></ul><ul><li>Manage Time Effectively </li></ul><ul><li>Use the Resources of the Group </li></ul><ul><li>Communicate, Communicate, Communicate </li></ul><ul><li>Are SMART </li></ul>
  21. 22. <ul><li>Final Thoughts? </li></ul>