The document discusses the roles of a facilitator or manager in the different stages of problem solving. It outlines four stages: situation analysis, problem analysis, solution analysis, and implementation analysis. In each stage, the manager takes on a different role - as a leader in situation analysis to set priorities and vision, as a detective in problem analysis to gather information, as an inventor in solution analysis to generate ideas, and as a coordinator in implementation analysis to plan and implement the solution. Throughout the process, managers should be aware of their team's diversity and communication preferences.

1. Roles of Facilitator or Manager in
Problem Solving stages

2. Stages in a problem solving model
• 1. Situation Analysis
• 2. Problem Analysis
• 3. Solution Analysis
• 4. Implementation Analysis

3. Roles of the manager
• Managers or facilitators play different roles at
different stages
– good problem solvers must be able to recognize the
movement from one stage of problem-solving to
another and adjust their role
– balancing dual positions in each of the stages of
problem-solving is essential for a good result
• position 1 (sometimes referred to as “Green mode”) is
about facilitating creative imagination, being sensitive to the
immediate situation, and having empathy with other people
• position 2 ( sometimes referred to as “Red mode”) is about
priority setting, problem definition, and decision-making

4. Leader
• In the situation analysis phase
– since this phase involves visioning and exploring
and is about priority setting the manager must act
as a leader to the group that has been engaged.
• It is the manager who must see a future and move the
team toward it
• this does not mean the manager has the answer but is
willing to lead the group forward

5. Detective
• After the problem has been chosen, or truly
identified the manager then becomes the
detective in this second stage of problem-
solving
– the detective gathers all of the information from
all sources
• defining the problem further
• drawing upon organizational history
• piecing together disparate parts

6. Inventor
• Having defined the problem and moving
toward solution analysis the manager
becomes the chief inventor
– looking for ideas from those on his team
– unique solutions
– opportunities that are hidden
• And ultimately to help the group make a
decision

7. Coordinator
• Finally, at the implementation analysis stage
– the manager seeks participation
– coordinates the planning
– and sees a solution put in place

8. Aware
• Finally, in all stages
– Managers/facilitators will take into account
• Everything they know about their people
• The diversity and its’ cultural impact
• Learning styles
• Perceptions
• Communication mediumns