Management Skills Chapter 11
Red mode of Kolb Model of Problem Solving
Contraction Phases Analysis Criticism Logical Thinking Coping with the External Environment
Green Mode of Kolb Model of Problem Solving
Expansive Phases Creative imagination Sensitivity to the immediate situation Empathy with other people
Brainstorming
Generating alternative solutions to a problem Do not evaluate or discuss alternatives - avoid criticism Encourage "freewheeling" - all ideas are considered, even crazy ones
Nominal Group Technique
Generating and evaluating alternative solutions to a problem Introduction/posting of problem Silent generation of ideas (5-10 min) Round-robin recording of ideas. Discussion of ideas (in the order they appear) Questions, clarification, avoid judgment/criticism
Programmed Decisions
In group problem solving, decisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.
Non- Programmed Decisions
In group problem solving, new, novel, complex decisions having no proven answers.
Delphi Technique
Participants don't engage face-to-face discussions. Their input is solicited by mail/email
The Kolb Model of Group Problem Solving
Problem solving does not proceed in a logical, linear fashion from beginning to end. It is more wave like, characterized by expansions and contractions - moving outwardly to gather information and then focus inwardly for analysis/decisions. Green Light/Red Light Believing/Doubting Divergence/Convergence
What are the stages of group decision making?
Stage 1: Situational Analysis Stage 2: Problem Analysis Stage 3: Solution Analysis Stage 4: Implementation Analysis
Situation Analysis
Task: Determine the right problem to tackle Role: Leadership - Identify the values and goals involved and which are the most important priorities for action Visioning/Exploration: Envision what is possible; what is the desired goal Priority Setting: Trial and error exploration of what's going on in the situation
Implementation Analysis
Task: Ensuring the solution is successfully implemented Role: Coordinator - Work to accomplish the tasks with other people Participation: Enlist the appropriate involvement of others who are essential to carrying out the problem solution Planning: Define the tasks, identify individuals, set deadlines, plan for monitoring and evaluation
Solution Analysis
Task: Generating ideas about how the problem can be solved and assessing their feasibility Role: Inventor - Creatively searching for ideas and then evaluating them against feasibility creative Idea Getting: Identify as many ideas as possible (brainstorming) Decision Making: Evaluate ideas against criteria that an effective solution must meet
Problem Analysis
Task: Understand and define the problem thoroughly Role: Detective - Gather information, creating scenarios, using the scenarios to gather more info to prove or disprove initial conclusions Information Gathering: Gather all the necessary information (e.g., talking with people, reviewing data and procedures, brainstorming, etc.) Problem Definition: Build a model portraying how the problem works
Devil's Advocate
assigning someone the role of critic
The Dialectic Method
calls for managers to foster a structured debate of opposing viewpoints prior to making a decision
Consultative
leader consults with members
Consensus
leader shares problem and together they generate/evaluate problem/solutions
Democratic
problem given to group and members empowered to make the decision
