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LEADING FOR MISSION PROGRAM
SOLVING PROBLEMS FOR MISSION
LEADING FOR MISSION
LEADING FOR MISSION PROGRAM
CONTENT
Session 1: Recognizing the problem
¡ What is a problem?
¡ Recognizing the problem
¡ Accepting ownership of the problem
Session 2:Analyzing the problem
¡ Stating the problem
¡ Finding the causes
Session 3: Choosing and implementing solution
LEADING FOR MISSION PROGRAM
WHY DO LEADERS NEED PROBLEM
SOLVING SKILLS? SOLVING SKILLS?
¡ Leaders’ job is to solve problems and make decisions.
¡ Problems should be considered as‘opportunities’.
LEADING FOR MISSION PROGRAM
SESSION 1
RECOGNIZING THE PROBLEM
LEADING FOR MISSION PROGRAM
¡ Hasty assessment leads to misunderstanding.
¡ Solving symptoms not main causes.
¡ Not assessing properly associated risks.
¡ Choosing the best solution without considering its
feasibility.
Common mistakes
LEADING FOR MISSION PROGRAM
WHAT IS A PROBLEM?
Deviation
• Causes are not clear.
• Solutions are not yet found.
Standard
Reality
Deviation
LEADING FOR MISSION PROGRAM
RECOGNIZING THE PROBLEM
¡ Actively recognize problems before they
happen.
¡ Assess the magnitude of the problem.
LEADING FOR MISSION PROGRAM
TYPES OF PROBLEMS
¡ Deviation problems
¡ Potential problems
¡ Improvement problems
LEADING FOR MISSION PROGRAM
ACTIVITY # 2
¡ Handout 2 – Stating the Problem
LEADING FOR MISSION PROGRAM
ACCEPTING OWNERSHIP OF THE
PROBLEM
Are you the owner of the problem?
Are you responsible and authorized for the job or part
of the job that has the problem?
What would you do if you did not have
responsibility and authority over a problem?
LEADING FOR MISSION PROGRAM
ANALYZING THE
PROBLEM
Stating the problem.
Identifying possible causes.
Checking for true causes.
LEADING FOR MISSION PROGRAM
STATING THE PROBLEM
¡ Stating the problem
correctly:
- decides half of
problem-solving
process;
- decides which
problem to solve.
¡ Stating the problem
incorrectly:
- gets stuck;
- solves unreal problem;
- does not solve the
right problem.
Should be done
objectively and honestly
LEADING FOR MISSION PROGRAM
HOW TO STATE A PROBLEM?
¡ Which object has deviation?
¡ What worry or potential threat might the deviation
bring?
Note:With improvement problems, stating the problem
just expresses concern about the objective. Example: ‘how
to …’
LEADING FOR MISSION PROGRAM
ACTIVITY # 4 ¡ Handout 3 –Verifying Information
LEADING FOR MISSION PROGRAM
LOOKING FOR POSSIBLE CAUSESCAUSES
By doing the following.
¡ Asking for others’ experience.
¡ Asking 'Why?‘
¡ Using process and standards.
¡ Using fishbone diagrams.
LEADING FOR MISSION PROGRAM
LOOKING FOR POSSIBLE CAUSES
ASKING 'WHY?'
Why? Why? Why? Why? Why?
Problem
Possible causes
LEADING FOR MISSION PROGRAM
LOOKING FOR POSSIBLE CAUSES
PROCESS AND STANDARDS
¡ Fast
¡ Convenient
¡ Accurate
¡ Economical
Drawback
¡ Hard to express
relationship between
factors.
LEADING FOR MISSION PROGRAM
LOOKING FOR POSSIBLE CAUSES
FISHBONE DIAGRAMS
¡ A technique to define possible causes that creates
the effects.
¡ Often applied in a team.
¡ Also called cause-effect diagrams or Ishikawa
diagrams.
LEADING FOR MISSION PROGRAM
LOOKING FOR POSSIBLE CAUSES
FISHBONE DIAGRAMS
¡ Write the problem statement in the
‘problem’ box.
¡ List the main factors related to the
problem.
¡ List more detailed factors in each main
factor.
¡ Consider all the factors to find out possible
causes.
Problem
LEADING FOR MISSION PROGRAM
SOME MAIN CAUSES
¡ Production:
¡ Machines
¡ Methods
¡ Materials
¡ Man
¡ Services:
¡ Policies
¡ Procedures
¡ Plant
¡ People
¡ Others
¡ Environment (buildings,
logistics, space) …
¡ Measurement (calibration
and data collection)…
LEADING FOR MISSION PROGRAM
EXAMPLE: PA SYSTEM AT ST PETER’S CATHOLIC
CHURCH
Equipment
Put in place standard operating
procedure for maintenance
Frequent
breakdown of
PA system at
St Peter’s
People
M/O does not
appreciate the
importance of his role
Inexperience Maintenance officer
Maintenance officer
reports incident late
Why the frequent
breakdown
Bad maintenance
culture
Why the breakdown so soon?
Capacity Problem?
Check rating of
the PA system
Is the equipment properly earthed?
Quality of PA system
questionable
Periodic service
agreement
Infrastructure
Is the Infrastructural
integrity okay?
Conduct a
wiring audit
Check ALL sockets &
connection points
Process
Late reporting of incidents In case of emergency?
Have external team on standby
Internal technical
team to support M/O
Not organized
LEADING FOR MISSION PROGRAM
SESSION 3
CHOOSING AND IMPLEMENTING A
SOLUTION
LEADING FOR MISSION PROGRAM
SETTING THE OBJECTIVES
WHAT ISTHE EXPECTED OUTCOME?
¡ ‘The problem can be solved if …’
¡ Suggested solutions should include:
• The musts …
• The shoulds …
• The coulds …
LEADING FOR MISSION PROGRAM
FINDING
SOLUTIONS
Two approaches
Logical approach
Creative approach
LEADING FOR MISSION PROGRAM
CREATIVE THINKING
¡ Connect the nine points
with four lines without
raising the pen.
LEADING FOR MISSION PROGRAM
BRAINSTORMING TO FIND SOLUTION
Don’t
Criticize
Be pessimistic
Tease
Be unfair
Be biased
Go into too details
Don’t say
Yes, but …
No, because …
This one is already mentioned
That one is not effective
It is nonsense
It cannot be done …
Do
Contribute many ideas
Think positively
Forgive
Piggy-back
Respect others’ ideas
Say
We can if …
Why not?
Let’s think more about this
More ideas, please.
We can
Try this …
LEADING FOR MISSION PROGRAM
BRAINSTORMING
• Group related ideas.
• Evaluate and choose the most valuable ideas.
• Assign roles
• Inform the objectives
• Inform time and rules
Process:
LEADING FOR MISSION PROGRAM
ACTIVITY # 5 ¡ Handout 4 – Fr Tom’s Laptop
LEADING FOR MISSION PROGRAM
CHOOSING A SOLUTION
A good solution must be:
¡ Effective
¡ Feasible
¡ Efficient
LEADING FOR MISSION PROGRAM
FEASIBILITY – CONSTRAINTS SHOULD BE CONSIDERED
SOLUTION
Financial
Human
Cultural
Legal
Resource
Risk
LEADING FOR MISSION PROGRAM
EFFECTIVENESS
= Max
(Cost + Resource + Time)
Outcomes
LEADING FOR MISSION PROGRAM
TOOLS
CHECKLIST WEIGHTING
ANDVOTING
FORCE FIELD
ANALYSIS
LEADING FOR MISSION PROGRAM
CHECKLIST
Cost Time Resource
Solution 1 ü ü ü
Solution 2 û ü û
Solution 3 ü û ü
LEADING FOR MISSION PROGRAM
WEIGHTING ANDVOTING
¡ Fast
¡ Avoid conflicts
¡ Get contribution of
team members
Drawbacks
¡ Low accuracy
¡ Easily become subjective
LEADING FOR MISSION PROGRAM
FORCE FIELD ANALYSIS
Driving Forces Restraining Forces
The solution is…
LEADING FOR MISSION PROGRAM
IMPLEMENTING SOLUTIONS
¡ What is final solution?
¡ Who is mainly responsible?
¡ How long to implement?
¡ How about budget?
¡ What sources can be used?
MAKE SURE OF EFFECTIVE IMPLEMENTATION
LEADING FOR MISSION PROGRAM
NOTICES FOR
IMPLEMENTING
SOLUTION
Do superiors
continue to help
and support?
Do superiors make
sure of source
supply?
Are you really
authorized to
implement?
Do you get
cooperation from
related
departments?
What will you do
when requirements
are changed?
Should you be a
perfectionist?
LEADING FOR MISSION PROGRAM
EVALUATING THE IMPLEMENTATION
DOES SOLUTION MEET AGREED OBJECTIVES?
¡ Compare result with agreed objectives.
¡ Check if important criteria are achieved.
¡ Take notes and draw experiences.
¡ Celebrate success.
LEADING FOR MISSION PROGRAM
THANKYOU

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3. Solving Problems for Mission - 2021 Participants (1).pdf

  • 1. LEADING FOR MISSION PROGRAM SOLVING PROBLEMS FOR MISSION LEADING FOR MISSION
  • 2. LEADING FOR MISSION PROGRAM CONTENT Session 1: Recognizing the problem ¡ What is a problem? ¡ Recognizing the problem ¡ Accepting ownership of the problem Session 2:Analyzing the problem ¡ Stating the problem ¡ Finding the causes Session 3: Choosing and implementing solution
  • 3. LEADING FOR MISSION PROGRAM WHY DO LEADERS NEED PROBLEM SOLVING SKILLS? SOLVING SKILLS? ¡ Leaders’ job is to solve problems and make decisions. ¡ Problems should be considered as‘opportunities’.
  • 4. LEADING FOR MISSION PROGRAM SESSION 1 RECOGNIZING THE PROBLEM
  • 5. LEADING FOR MISSION PROGRAM ¡ Hasty assessment leads to misunderstanding. ¡ Solving symptoms not main causes. ¡ Not assessing properly associated risks. ¡ Choosing the best solution without considering its feasibility. Common mistakes
  • 6. LEADING FOR MISSION PROGRAM WHAT IS A PROBLEM? Deviation • Causes are not clear. • Solutions are not yet found. Standard Reality Deviation
  • 7. LEADING FOR MISSION PROGRAM RECOGNIZING THE PROBLEM ¡ Actively recognize problems before they happen. ¡ Assess the magnitude of the problem.
  • 8. LEADING FOR MISSION PROGRAM TYPES OF PROBLEMS ¡ Deviation problems ¡ Potential problems ¡ Improvement problems
  • 9. LEADING FOR MISSION PROGRAM ACTIVITY # 2 ¡ Handout 2 – Stating the Problem
  • 10. LEADING FOR MISSION PROGRAM ACCEPTING OWNERSHIP OF THE PROBLEM Are you the owner of the problem? Are you responsible and authorized for the job or part of the job that has the problem? What would you do if you did not have responsibility and authority over a problem?
  • 11. LEADING FOR MISSION PROGRAM ANALYZING THE PROBLEM Stating the problem. Identifying possible causes. Checking for true causes.
  • 12. LEADING FOR MISSION PROGRAM STATING THE PROBLEM ¡ Stating the problem correctly: - decides half of problem-solving process; - decides which problem to solve. ¡ Stating the problem incorrectly: - gets stuck; - solves unreal problem; - does not solve the right problem. Should be done objectively and honestly
  • 13. LEADING FOR MISSION PROGRAM HOW TO STATE A PROBLEM? ¡ Which object has deviation? ¡ What worry or potential threat might the deviation bring? Note:With improvement problems, stating the problem just expresses concern about the objective. Example: ‘how to …’
  • 14. LEADING FOR MISSION PROGRAM ACTIVITY # 4 ¡ Handout 3 –Verifying Information
  • 15. LEADING FOR MISSION PROGRAM LOOKING FOR POSSIBLE CAUSESCAUSES By doing the following. ¡ Asking for others’ experience. ¡ Asking 'Why?‘ ¡ Using process and standards. ¡ Using fishbone diagrams.
  • 16. LEADING FOR MISSION PROGRAM LOOKING FOR POSSIBLE CAUSES ASKING 'WHY?' Why? Why? Why? Why? Why? Problem Possible causes
  • 17. LEADING FOR MISSION PROGRAM LOOKING FOR POSSIBLE CAUSES PROCESS AND STANDARDS ¡ Fast ¡ Convenient ¡ Accurate ¡ Economical Drawback ¡ Hard to express relationship between factors.
  • 18. LEADING FOR MISSION PROGRAM LOOKING FOR POSSIBLE CAUSES FISHBONE DIAGRAMS ¡ A technique to define possible causes that creates the effects. ¡ Often applied in a team. ¡ Also called cause-effect diagrams or Ishikawa diagrams.
  • 19. LEADING FOR MISSION PROGRAM LOOKING FOR POSSIBLE CAUSES FISHBONE DIAGRAMS ¡ Write the problem statement in the ‘problem’ box. ¡ List the main factors related to the problem. ¡ List more detailed factors in each main factor. ¡ Consider all the factors to find out possible causes. Problem
  • 20. LEADING FOR MISSION PROGRAM SOME MAIN CAUSES ¡ Production: ¡ Machines ¡ Methods ¡ Materials ¡ Man ¡ Services: ¡ Policies ¡ Procedures ¡ Plant ¡ People ¡ Others ¡ Environment (buildings, logistics, space) … ¡ Measurement (calibration and data collection)…
  • 21. LEADING FOR MISSION PROGRAM EXAMPLE: PA SYSTEM AT ST PETER’S CATHOLIC CHURCH Equipment Put in place standard operating procedure for maintenance Frequent breakdown of PA system at St Peter’s People M/O does not appreciate the importance of his role Inexperience Maintenance officer Maintenance officer reports incident late Why the frequent breakdown Bad maintenance culture Why the breakdown so soon? Capacity Problem? Check rating of the PA system Is the equipment properly earthed? Quality of PA system questionable Periodic service agreement Infrastructure Is the Infrastructural integrity okay? Conduct a wiring audit Check ALL sockets & connection points Process Late reporting of incidents In case of emergency? Have external team on standby Internal technical team to support M/O Not organized
  • 22. LEADING FOR MISSION PROGRAM SESSION 3 CHOOSING AND IMPLEMENTING A SOLUTION
  • 23. LEADING FOR MISSION PROGRAM SETTING THE OBJECTIVES WHAT ISTHE EXPECTED OUTCOME? ¡ ‘The problem can be solved if …’ ¡ Suggested solutions should include: • The musts … • The shoulds … • The coulds …
  • 24. LEADING FOR MISSION PROGRAM FINDING SOLUTIONS Two approaches Logical approach Creative approach
  • 25. LEADING FOR MISSION PROGRAM CREATIVE THINKING ¡ Connect the nine points with four lines without raising the pen.
  • 26. LEADING FOR MISSION PROGRAM BRAINSTORMING TO FIND SOLUTION Don’t Criticize Be pessimistic Tease Be unfair Be biased Go into too details Don’t say Yes, but … No, because … This one is already mentioned That one is not effective It is nonsense It cannot be done … Do Contribute many ideas Think positively Forgive Piggy-back Respect others’ ideas Say We can if … Why not? Let’s think more about this More ideas, please. We can Try this …
  • 27. LEADING FOR MISSION PROGRAM BRAINSTORMING • Group related ideas. • Evaluate and choose the most valuable ideas. • Assign roles • Inform the objectives • Inform time and rules Process:
  • 28. LEADING FOR MISSION PROGRAM ACTIVITY # 5 ¡ Handout 4 – Fr Tom’s Laptop
  • 29. LEADING FOR MISSION PROGRAM CHOOSING A SOLUTION A good solution must be: ¡ Effective ¡ Feasible ¡ Efficient
  • 30. LEADING FOR MISSION PROGRAM FEASIBILITY – CONSTRAINTS SHOULD BE CONSIDERED SOLUTION Financial Human Cultural Legal Resource Risk
  • 31. LEADING FOR MISSION PROGRAM EFFECTIVENESS = Max (Cost + Resource + Time) Outcomes
  • 32. LEADING FOR MISSION PROGRAM TOOLS CHECKLIST WEIGHTING ANDVOTING FORCE FIELD ANALYSIS
  • 33. LEADING FOR MISSION PROGRAM CHECKLIST Cost Time Resource Solution 1 ü ü ü Solution 2 û ü û Solution 3 ü û ü
  • 34. LEADING FOR MISSION PROGRAM WEIGHTING ANDVOTING ¡ Fast ¡ Avoid conflicts ¡ Get contribution of team members Drawbacks ¡ Low accuracy ¡ Easily become subjective
  • 35. LEADING FOR MISSION PROGRAM FORCE FIELD ANALYSIS Driving Forces Restraining Forces The solution is…
  • 36. LEADING FOR MISSION PROGRAM IMPLEMENTING SOLUTIONS ¡ What is final solution? ¡ Who is mainly responsible? ¡ How long to implement? ¡ How about budget? ¡ What sources can be used? MAKE SURE OF EFFECTIVE IMPLEMENTATION
  • 37. LEADING FOR MISSION PROGRAM NOTICES FOR IMPLEMENTING SOLUTION Do superiors continue to help and support? Do superiors make sure of source supply? Are you really authorized to implement? Do you get cooperation from related departments? What will you do when requirements are changed? Should you be a perfectionist?
  • 38. LEADING FOR MISSION PROGRAM EVALUATING THE IMPLEMENTATION DOES SOLUTION MEET AGREED OBJECTIVES? ¡ Compare result with agreed objectives. ¡ Check if important criteria are achieved. ¡ Take notes and draw experiences. ¡ Celebrate success.
  • 39. LEADING FOR MISSION PROGRAM THANKYOU