NCOA Problem Solving Terms

Step 3: BATNA (Best Alternative to a Negotiated Agreement )

A BATNA is an alternative that, should negotiations fail, you are willing and able to execute without the opposite negotiator's participation or permission. Understanding your BATNA and the opposite's BATNA will help you determine when or if you should walk away from the negotiation table. In order to formulate a practical BATNA, you must have both the resources and the will to execute this alternative on your own without any assistance.

Biases

A bias is a tendency, inclination, or prejudice toward or against something or someone. Some biases are positive and helpful—like choosing to only eat foods that are considered healthy or staying away from someone who has knowingly caused harm.

Different Perspectives

A key element of co-creation is the joint problem definition. However, problem definition is likely to be a matter of perspective or a matter of how each person involved 'frames' the problem. Differing frames are inevitable when participants bring their differing expertise and experience to a problem. Methods and processes to support co-creation need to manage the coming together of people with different ways of framing the problem so participants can contribute to joint problem definition.

Brainstorming

A technique designed to stimulate a chain reaction of ideas relating to a problem. Brainstorming can assist you and others in building a variety of ideas in a short time about a specific problem or topic. To gain the most from a brainstorming session, use the following rules and techniques:

Information:

Access to secure data systems, leadership meetings, briefings, even gossip, increases your information power base. Some tend to withhold information from others so they maintain the advantage and the informational "higher hand."

Adaptive Thinking

Adaptive thinking refers to the cognitive behavior one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity (e.g. military operations, emergencies). Developing adaptive thinking does not occur in controlled, predictable, or calm reflective environments. Rather, it occurs in complex, challenging, and often stressful situations and requires deliberate practice and repetition. Deliberate practice differs from simply exercising a skill or ability since it involves:

Immediacy

After feedback is provided on task performance, there is an immediate repetition so the task can be performed more in accordance with expert norms.

Brainstorming Session Techniques

Along with certain rules, there are several techniques for conducting a brainstorming session. Here are three different approaches:

Lying

Always avoid dealing with someone who is not bargaining in good faith - you should evade. What does it take to rebuild trust when you've been lied to? Even when dealing with this tactic, it's important for you to remain truthful.

Creative Thinking

As a leader and supervisor, you have many opportunities to use your creativity to communicate with others and to solve problems. An open mind, open dialogue with your team, fresh perspectives, and active listening can stimulate creativity to find new and useful ways to generate new and improved systems, processes, and solutions. Be mindful of the change process that creative thinking can bring to the team and the unit. Change can be good in the long run, but understand what others have to go through personally to accept the change. Creative thinking can bring you and your team into new and unfamiliar territory. It is important to be patient and cognizant of the change process with creative thinking.

Step 2: Interest

Assess the position..."Why do you think the position from step one is the one you need?" and estimate why you think your counterpart desires his/her position.

Intimidation/Aggressive Behavior

Attempting to force the other negotiator to agree by means of emotional ploy, this tactic usually uses anger or fear.

Step 5: Solution

CNS rests on a skill set that includes open communications, active listening, and critical thinking. These skills are needed for parties to understand perceptions of events, priorities, concerns, fears, and any other piece of information that helps in the search for viable solutions.

Critical Thinking

Critical thinking is part of the human understanding process. It embodies those cognitive skills or strategies that increase the probability of a desirable outcome. It includes thinking that is purposeful, reasoned, and goal-directed. It's the type of thinking involved in solving problems, formulating inferences, calculating likelihoods, and making decisions. The thinker is using skills that are thoughtful and effective for the particular context and type of thinking task.

Reward:

Deals with the leader's perceived ability to provide rewards and incentives that people like.

Coercive

Deals with the leader's perceived ability to provide sanctions, punishment, or consequences for not performing.

Decision Analysis Matrix Tool

Decision Analysis Matrix is a useful technique to use for making a decision. It's particularly powerful where you have a number of good alternatives to choose from, and many different factors to take into account. This makes it a great technique to use in almost any important decision where there isn't a clear and obvious preferred option.

problem solving

Define the problem, create a problem statement Generate alternative solutions, come up with possible ways to solve a problem Select an effective solution, pick a solution that will solve the problem effectively Implement solution and monitor, apply the solution picked and watch to see if it solves the problem

Focus on weaknesses

Deliberate practice can be tailored to the individual and focused on areas of weakness. During "train as you fight" performances the individual will avoid situations in which he knows he is weak, and rightly so as there is a desire to do one's best.

Task Orientation

Depending on the stakes and situation, this approach places more importance on reaching an outcome, solution, or resolution. High task orientation means we are very motivated to resolve a problem or respond to a critical situation. On the other hand, low task orientation means we do not wish to (or need to) resolve the situation at this time. Perhaps we are satisfied with the current situation or status quo or it may be that we do not agree with any of the proposed solutions. It could be that we do not understand the problem completely and need additional time to gather more information. Whatever the case, it is vital that we consider connections between the task and the people involved.

Distributive

Distributive negotiations are usually over a single-issue and considered win-lose. This category assumes resources are limited and this approach to negotiating could be used when attempting to divide, divvy, or distribute something. Conflict is almost inevitable, and competition rather than cooperation will likely guide the negotiations. Disputants are adversaries Goal is victory Demand concessions Dig into position Mislead, use tricks Insist on your position Apply pressure Look for win for you alone

Effectiveness

Does the solution actually address and fix the problem?

2nd and 3rd Order Effects

Every decision has second and third-order effects...or consequences to that decision; i.e., outcomes that are different than the first desired outcome yet are directly related to the initial decision. They are most often separated by time and space from the perspective of the decision.

Negotiations Strategy Chart Task and People Orientation

Every negotiation involves some sort of task and the interaction of two or more people or groups of people (parties). These form the "framework" used to visualize and understand the differences between the five styles we commonly use to negotiate. An additional step in selecting a negotiation style that is most appropriate for the situation is determining whether the task, the people, or both are important.

Fishbone Diagram

Fishbone Diagram (i.e., cause and effect diagram) - Below is a diagram used to depict the relationship between specific categories of process inputs and the undesirable output. This technique aids in identifying potential causes of a problem. Fill in the fishbone by generating as many causes as possible using the brainstorming technique. Although the diagram uses the 3Ms and a P (e.g., Materials, Methods, Machines, and People), feel free to categorize causes in ways that are logical and conducive to your situation. Two other useful categories include the 4Ss (e.g., Surroundings, Suppliers, Systems, and Skills) and the 4Ps (e.g., Policies, Procedures, People, and Plant). Categorizing elements associated to the problem can be beneficial in formulating a plan to address the root issue. Organizing the internal and external factors is necessary to correct, sustain, and advance mission objectives.

The Five-Why Method to Root Cause Analysis

Five-Why method aids in determining the cause-effect relationships in a problem or a failure event." The Five-Why method has proven very useful when the real cause of a problem is layered in ambiguity and/or the issue is unclear. This particular method is, by far, one of the simplest investigative tools to use without requiring to employ a statistical analysis approach. By repeatedly asking the question 'Why?' we're able to peel away the more obvious layers of an issue (i.e., the symptoms), thus revealing the true root cause. For example, some reflective questions in alignment with the Five-Why Method concerning deter-mining the root causes include: Why does a problem exist? Why should we build versus modify or eradicate the existing problem? Why in measurable terms are the preventive strategies or newly developed solutions operable or inoperable? Why are we postured for continuous favorable returns? Why aren't we positioned for mission effectiveness in the future?

Implement and Monitor

Implementation is the culmination of all your work in solving a problem and requires careful attention to detail. There are three basic stages involved: Planning and preparing to implement the solution Implementing and monitoring the solution Reviewing and analyzing the success of the solution

What is the Situation (current and future consequences)?

In a worst-case scenario like an emergency, you may only have a few seconds to act or make a decision. If there is no time to make an informed decision, you may have to "flex" your position power to at least impose a short-term solution. On the other hand, if time is not an issue and all parties are willing, you can take your time, gather more information, and seek more appropriate options.

Complex Domain: The Domain of Emergent Practices

In the complex domain, the cause and effect relationship is so intertwined that things only make sense in hindsight unknown unknowns probe first (experiment in a "safe to fail" environment), then sense by figuring out what happened based on the experiment (evaluate the results), and then respond. Over time and with multiple experiments, the solution to the problem should emerge.

The Who, Stakes, and Situation Who are you dealing with?

Is it a subordinate, peer, supervisor, someone from another unit, service branch, or another country? When dealing with supervisors and peers, insisting may not be appropriate as our opposite may have more position power than us.

Viable

Is the solution capable of working successfully?

Expert:

It suggests that you gain power and the ability to influence through your education, experience, and job knowledge. How you use and share this power base can improve or reduce trust, and ultimately influence the outcome of your negotiations.

Test yourself

Many of the methods described are about self-testing (e.g., thinking aloud, using writing, taking notes from memory) because they help you discern what you do and don't actually know.

Aim for Quantity, Not Quality

Once ideas are flowing, write down the input of each participant and aim for quantity, not quality. Some ideas might appear silly; however, thoughtful consideration toward others' ideas will more than likely result in information that can be applied to current and future situations.

Implementing and monitoring the solution

Once the action has been initiated, it has to be supervised and monitored to ensure the solution is actually working as planned. Monitoring enables you to identify whether or not the results being achieved are fixing the problem, and if not, why not. A decision can then be made on the action required...to continue monitoring the implemented solution, make some tweaks, or start from scratch.

Analytical Thinking

One well-known method used to help in analytical thought includes asking the Five "W" questions (Who? What? When? Where? Why?) as well as What if? and So what? Another method is called Mind Mapping. This is a diagram that begins with a central topic usually placed in the middle, with sub-topics and relevant details "branching" from the topic. Other examples of analytical thinking are ongoing process improvements to the workplace, data interpretation, troubleshooting, and project management. Having strong analytical thinking skills also means that you are able to communicate and share your analysis with others on the team, or your leadership, to show data and explain your findings. It's important to do the research on your own and to involve others to ensure that your findings are correct and as accurate as possible. Analytical thinking is a good way to solve complex and detail-oriented problems. NCOs can better solve these problems by visualizing information given, details, and situations from different points of view to solve difficult issues. Analytical thinking is time-consuming and requires attention to detail. During times of quick reaction or with time-sensitive issues, it is not recommended to use analytical thinking to solve a problem. As an NCO and leader, it is essential to know when to consider taking your time to solve the problem or when to make the call when an issue is time-sensitive.

Options

Options are just different ways to potentially solve the problem. Option building requires two elements: Define the problem that needs solving Identify possible resources (information, power, time, people, money, etc.) that may be available. Our understanding of the TIPO model is important, but to take full advantage of its usefulness, we also need to assess who we are dealing with, know what is at stake and know the criticality of the current situation.

Planning and preparation

Planning and preparation is the key to successful implementation. The more important the problem, or the more complex the actions required to solve it, the more thorough your planning and preparation needs to be to ensure success.

Power

Power over is used to gain an advantage, such as pulling rank. Power with improves the opportunity for a mutually satisfying outcome for all negotiators involved.

Problem Framing

Problem framing is the process of describing and interpreting a stated problem to arrive at a problem statement—define the actual problem. It is considered an important step in problem solving as slight changes in framing may lead to a vastly different problem solving process and resulting solutions. Problem framing should be part of the "Define the problem" step. With framing, it leads you to look at the stated problem from different perspectives and could change how you define the problem.

Trust in a Process

Process trust exists when you have faith in a governing institution and believe that it supports your negotiations. You trust that these processes promote outcomes that are justified (fair and impartial), legal, ethically acceptable, and also satisfy the interests (What you need, or the underlying reason behind your position) of both negotiators.

Position Powers:

Provide you the authority to make decisions, requests, and issue lawful orders based on your position.

Root Cause Analysis

Root Cause Analysis is a tradeoff between digging as deeply as possible and finding the deepest point that's still within your sphere of influence.

Execution Step 4: Brainstorming

Suspend judgment and develop a list of ideas and/or option proposals. Note: set ground rules that this is only brainstorming and no party is committed to any option put forward. If you cannot come to any kind of agreement in this step, then you may need to go back and start again with positions.

System 1 thinking (S1) - Reactive Thinking

System 1 thinking is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. System 1 thinking is used when situations are familiar and immediate action is required. Good decisions that emerge from System 1 thinking often feel intuitive. An advantage of reactive thinking is that we tend to make quicker decisions because we can draw from previous information collected, situations observed, and personal experiences. However, the disadvantage of reactive thinking is that you could execute your decisions ill-advised and carelessly. Reactive thinking can be effective when the mission requires you or your subordinates to apply technical expertise to make quick decisions on issues within your area of expertise.

System 2 thinking (S2) - Reflective Thinking.

System 2 thinking, or reflective thinking, is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. Argument making is often part of the deliberation process when making System 2 thinking decisions. System 2 thinking begins with a state of doubt, hesitation, or perplexity and moves through the act of searching for information that will resolve, clarify or address a situation or problem. System 2 thinking can enhance your ability to make logical and rational decisions, or deal with ambiguous and complex situations. It also reduces the chances of poor, sub-optimal, or even dangerous errors in judgment and aids in balancing reactive, System 1 thinking. This reflective thinking aids you with complex tasks, new situations, and processing abstract concepts. System 2 thinking involves more time and planning. Its application can be used for circumstances such as: creating a new section training plan from scratch, troubleshoot big issues with work and personnel, decide which college to attend, develop a new section operating instruction, or purchase a house. There are many positive impacts that System 2 thinking can have on NCO effectiveness. It improves critical thinking and problem-solving skills. It forces you to consider logical arguments from different points of view. System 2 thinking allows time for you to monitor and process your entire system of thinking. Be mindful of the negative impacts that System 2 thinking can have in your personal and professional life. You can be perceived as having poor judgment, being unreliable, and indecisive which can negatively impact others.

Trust, Information, Power, and Options (TIPO) Model

TIPO identifies how trust influences your use of information and power affects the way you develop options or solutions to solve or resolve a current problem, conflict, or situation.

Ask yourself questions

Take the time to be introspective and honest with yourself about your comprehension.

Focused feedback

Task performance is evaluated by the coach or learner during the performance. There is a focus on the critical parts of how one does the task and constructive criticism is provided at regular intervals.

Repetition

Task performance occurs repetitively rather than at its naturally occurring frequency. A goal of deliberate practice is to develop habits that operate expertly and automatically. If appropriate situations occur relatively infrequently or are widely spaced apart while performing "as you fight" they will not become readily habitual.

Cooperative Negotiation Strategy

The CNS reflects a high interest in people and task orientation. This strategy depends heavily on each party's collaborative efforts and desire to achieve a mutually satisfactory outcome. When we cooperate with others, we generate options that are valued by all parties and the solutions are usually better than what we could have created on our own. When applying the CNS, you trade positions (what you want) for interests (why you want it) and find complementary differences and similarities that can help everyone move toward a mutually satisfying agreement. Additionally, it allows you to choose negotiation strategies that may guide your actions to settle, insist, comply, or evade.

Evade Strategy("Not now, maybe later?")

The evade strategy reflects a low interest in people-orientation or task orientation. The negotiator seeks to avoid engagement or negotiations.

Brainstorming Session Rules Withhold Judgment

The first and foremost rule is to withhold judgment of any sort. Initiate no evaluation, criticism, or judgment about any idea until the brainstorming session is complete.

Integrative

The integrative category doesn't see resources as necessarily fixed and should be approached as a win-win situation. Integrative negotiations still acknowledge that resources must be distributed (there is value to claim at some point in any negotiation). Conflict is not seen as inevitable; there is the possibility for mutually beneficial, "value-creating", cooperation. Negotiators see their opposites as partners in the process. Information and power are actively shared between the disputants. Disputants are joint problem solvers Goal is wise decision Work together to determine who gets what Focus on interests instead of positions Be open about interests use fair principles Insist on objective criteria consider multiple answers Use reason, yield to principle not pressure Look for win win opportunities

Hitchhike (i.e., piggyback) Ideas

The last rule in brainstorming allows an idea to piggyback or hitch-hike on another idea. In a brainstorming session, one member of the group suggests an idea. This idea triggers a thought in the mind of another and the process continues until you have a series of ideas prompted by one original thought or idea.

Highball/Lowball

The other side sets a very high demand (a statement of terms with no room for adjustment. This position embodies the most precise use of a "take it or leave it" option) and then offers a concession, and you feel obligated to respond with a concession. This sets you up to feel you are getting a fair deal since the other negotiator will likely say something like "let's split the difference" from an overly high price.

Chaotic Domain: The Domain Novel Practices

The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist unknowables A leader must first act to establish order, then sense figuring out where stability is and where it's not, and then respond by working to change the situation from a chaotic one to a complex one, where the identification of emerging patterns can both help prevent future crises and discern new opportunities

Encourage Freewheeling

The second rule of brainstorming is to encourage the freewheeling of ideas. This enables all individuals to make a contribution. Once ideas begin flowing, the leader allows the group to continue deliberating with little or no guidance. Remember, you aren't judging ideas at this phase of the brainstorming session.

Silent approach

The silent approach is used when you want team members to write ideas on small slips of paper. Then, you collect the papers and jot down the ideas for all to see. One big advantage of a silent approach is it makes sure everybody is given the opportunity to have their thoughts and ideas thoroughly considered by the group. This avoids the loudest or most extroverted people unintentionally dominating the sessions.

What are the Stakes (what do you stand to gain or lose)?

The stakes in a negotiated situation are what you stand for, or are willing to lose if negotiations go awry. If the issue is unimportant (the stakes are low), you could evade it or even comply with the other party. Conversely, if the issue is critical to you (the stakes are high), insisting or cooperating may be appropriate. Even evading may be the right choice at first in order to allow time to gather enough information to better understand the issue and to consider all options.

Unstructured approach (i.e., also called free-form brainstorming

The unstructured approach allows team members to call out ideas as they come to mind. No one takes turns and the session ends when the team feels it has exhausted all ideas.

Personal Powers:

These three personal powers are largely based on leadership traits. Followers respect and are committed to a leader with personal power, making them valuable tools in negotiations.

5-Step CNS Process Planning Step 1: Positions

Think about "what you want" and estimate what you think your counterpart's position may be.

People Orientation

This approach centers on the relationship that exists between the individuals or groups involved. In some situations, developing or maintaining the relationship is more important than the task at hand. With people orientation, the time spent on cultivating the relationship is in direct correlation with the amount of power our opposites feel they need as well as how much power we feel we need to accomplish the task.

Structured approach

This approach means soliciting one idea at a time from each person on the team. Participants in the brainstorming session should refrain from commenting until the person facilitating the forum extends the opportunity. If the participants don't have a comment to share, they should say, "Pass." The session ends when everyone says, "Pass."

Legitimate

This is based on one's rank, position, or level of authority.

Exploding Offer

This offer is only good for 24 hours, or while supplies last.

Settle Strategy ("Let's split the difference and call it a day.")

This option is used when task and people orientation are similar or equal and there is a desire to develop a compromising solution. Use this style when there is little chance of getting everything you want but a solution is necessary.

Referent (Charisma):

This power affords the opportunity to encourage, motivate, and inspire others.

Connection:

This power pertains to who you know. This can erode if you use it as a primary source of influence.

Insist Strategy ("My way or the highway.")

This strategy reflects a low interest in people-orientation and a high interest in task orientation. Use this assertive "winner-takes-all" task-oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship.

Comply Strategy ("We will do it your way.")

This strategy reflects a low interest in task orientation and a high interest in people orientation. The negotiator is concerned with establishing, preserving, or improving his/her reputation or relationship. Use this passive strategy when the preservation of the relationship between you and the other party is more important than the task.

Snow Job

This tactic aims to overwhelm you with too many details; one person can only absorb so much. It becomes extremely difficult to determine what is real, important, or a distraction.

evolutionary innovations

This type of innovation focuses on identifying ideas that represent something "distinctly new and improved." An example of an Evolutionary Innovation is the introduction of automatic banking machines that transformed the way banks viewed their staffing needs and shifted banking from set hours to banking at any hour. Evolutionary Innovation requires the team to look more broadly than cost-savings initiatives and see the "bigger picture" of what is needed in the organization. Instead of duplicating what already exists, the team must look for new ways to bring value to the organization and its customers through new and improved products, services, and processes that can change the way customers relate to the organization or the way work is processed within the organization.

Efficiency Innovation

This type of innovation focuses on identifying new ideas for improving what already exists. This approach requires minimal investment since the team is building on the past and only looking for small changes to what is currently being done. These innovations are lower-impact improvements or adaptations of an organization's existing products, services, programs, or processes. The strategy for Efficiency Innovation is usually to cut costs, reduce cycle time, improve quality, offset a competitor's move, or attract new customers. Typically, only small gains are realized.

Revolutionary Innovation

This type of innovation focuses on radically new and better ideas that may dismantle the existing structure of the organization. For example, McDonald's fast-food approach changed the restaurant business. Disney's unique characters and interactive theme parks changed the entertainment business. MP3 technology revolutionized the music sales industry.

Trust

Trust is the foundation of relationships with others and faith in a system.

Organize your thoughts

Using concept maps or graphic organizers is another great way to visualize material and see the connections between the various concepts you are learning.

Generating Solutions

When generating alternate solutions, the first thing to keep in mind is...the more the better. During this phase, there are no "dumb" or wrong solutions. Throw out as many as you and your team can come up with. The idea is to not stifle creativity and come up with as many as you can. You'll whittle the solutions list down later. But how?

Readiness

When preparing to negotiate, use these questions to examine your readiness: Are these issues negotiable? Am I willing to make compromises and give some things up? Do I want to resolve these issues equitably? Am I willing to work to keep the channels of communication open?

Reviewing and analyzing the outcome

When the plan has been completed and the solution implemented it is important to measure and analyze its success. This tells you whether the solution has been effective in solving the problem and possibly how useful it will be in solving similar problems in the future. There are three stages: Measure the success of the solution by comparing the outcome of the action with the expected results Analyze any discrepancy to identify the reasons for it Take further action if necessary

Information

When you trust your opposite (the person or group with whom you are engaged in negotiations, sometimes called the negotiation partner), you believe the information they present is truthful and accurate. As a result, you should feel more comfortable sharing information which can lead to better discussions, more effective brainstorming sessions, and a shared selection of options that are good for all involved.

Take a timeout

When you're learning, it's important to periodically take a timeout to make sure you're engaging in metacognitive strategies.

Good Cop/Bad Cop

While working as a team, one opposite is sympathetic to your interests and position, while another is aggressive and insists on their aspiration point.

Feasible

Will the solution fix the problem conveniently and be financially stable?

Use Writing

Writing can help you organize your thoughts and assess what you know.

Nibble

You are about to sign, and then the opposite demands a little something extra at the end to close the deal. This person measures success by winning, by beating the other person, and by getting what they wanted.

Negotiations

a communication process involving two or more people/groups where: the parties have a degree of difference in positions, interests, goals, values or beliefs the parties strive to reach an agreement on issues or course of action

Cynefin Framework

a structured way to identify the type of problem you're dealing with and suggestions on how to approach them.

Summon your prior knowledge

ask yourself what you know about it already. What questions do you have? What do you hope to learn? Answering these questions will give context to what you are learning and help you start building a framework for new knowledge.

Simple Domain: The Domain of Best Practice

characterized by stability and clear cause-and-effect relationships that are seen by everyone and are always going to be the same. known knowns leaders sense, categorize, and respond. That is, they sense by figuring out what's going on...assess the facts of the situation. Then, categorize what they find out (determine what kind of problem it is). Finally, they base their response on established (best) practice.

Innovative Thinking

nnovative thinking from an organizational standpoint can be simplified in three ways: Efficiency Innovation, and Evolutionary Innovation and Revolutionary Innovation.

Trust in a Person

personal trust is established between two people and is 'interpersonal' in nature. Personal trust stands alone. It's not reliant on any institution or third-party. Personal trust can be assumed or it can be earned through proving oneself to be trustworthy in actions and in words.

Metacognition

plan, monitor, and assess one's understanding and performance.

Take notes from memory

reading short sections at a time and pausing periodically to summarize what you read from memory. This technique ensures that you are actively engaging with the material as you are reading and taking notes, and it helps you better gauge how much you're actually remembering from what you read

Review your exams

take the time to fill in the areas you still have gaps and make a plan for how you might change your preparation next time.

Complicated Domain: The Domain of Good Practice

the complicated domain, there is a relationship between cause and effect; however, not everyone may be able to see it, so analysis or expertise is required. This domain may contain multiple right answers, many of which may be excellent. Therefore, good practice (as opposed to best practice) is more appropriate. known unknowns Leaders in the complicated domain must sense (figure out what's going on), analyze (examine the facts), and respond.

Ripeness

use these questions to test whether the situation is ripe for negotiation: Are all the parties interested in negotiation? If not, why is one or more of the parties reluctant? Do all parties know their alternatives to a negotiated settlement? Are the issues negotiable?

Think aloud

verbalizing your thoughts can help you make more sense of the material and internalize it more deeply. Talking aloud is a great way to test yourself on how well you really know the material.