NCOA DLC 2.0 - Problem Solving

System 2 (S2) thinking

-Broad+informed problem solving and deliberate decision making. -Involves more time and planning -Positives: improves critical thinking, problem solving skills, forces consideration of logical arguments from opposing point of view. -Negatives: perceived as having poor judgment, being unreliable and indecisive

Complex Domain

-Cause+effect relationship is so intertwined it only makes sense in hindsight. -Answers not readily available -Probe (experiment in safe environment), sense (see what occurred based on experiment), evaluate the results, Respond - Domain of emergent practices -There are things we don't know that we don't know.

Cooperative Negotiation Strategy

-High interest in task+people -Trade position (what you want) for interests (why you want it) to find complementary differences/similarities that can help everyone move towards a common goal.

System 1 (S1) Thinking

-Reactive thinking -Vital decision making tool that operates in the background of your mind. -Supports daily activities and making quick decisions -Relies heavily on situational ques, prominent memories, trial and error, heuristic thinking - Positive impacts: make routine decisions, quickly, be perceived as credible and reliable. Helps balance the constant overthinking of everyday jobs. - Negative impacts: mistakes can happen, details can be overlooked, and improvement opportunities are missed

Complicated Domain

-Relationship between cause+effect -Not obvious to everyone -May have multiple right answers -Good practices not best -Known-unknowns -Sense, analyze, respond -Requires expertise to analyze

Chaotic Domain

-Searching for answers would be pointless -Cause+effect impossible to determine, shift constantly -No manageable pattern exists -Unknowables -Act, sense, Respond - Stop the bleeding, figure out where stability is and where it's not, respond by working to change the situation from chaotic to complex.

Simple (Obvious) Domain

-Stability, clear cause+effect, always going to be the same -Domain of known-knowns -Sense, categorize, respond -Requires straight forward management and monitoring -"Best Practices"

Common steps in an effective problem solving process

1. Define the problem 2. Generate alternate solutions 3. Pick a solution that will solve the problem effectively. 4. Implement + monitor to see if the issue is fixed

5-Step CNS Process

1. Positions 2. Interests 3. BATNA: Best Alt to a Negotiated Agreement 4. Brainstorming 5. Solution

Information power

Access to secure info, data systems, Leadership meetings, Briefings, gossip

Referent (charismatic) power

Affords the opportunity to encourage, motivate, and inspire others

Five Why Method

Aids in identifying cause and effect

Legitamate

Based on one's rank, position, or level of authority- only when legal, ethical, appropriate

Adaptive Thinking

Cognitive behavior one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity.

Cynefin Framework

Consists of four domains- Simple, Complicated, Complex, Chaotic

Reward

Deals with leaders perceived ability to provide rewards/incentives.

Coercive

Deals with leaders perceived ability to provide sanctions, punishment, or consequences for not performing.

Brainstorming

Designed to stimulate a chain reaction of ideas relating to a problem.

Root Cause Analysis

Digging as deeply as possible and finding the deepest point that's still within your realm of influence.

Critical thinking

Embodies cognitive skills or strategies that increase the probability of a desirable outcome- purposeful, reasoned and goal directed

Framework

Every negotiation involves a task and the interaction of two or more people/groups.

Efficiency thinking

Focus on identifying new ideas for improving what already exists

Revolutionary thinking

Focus on new and better ideas that may dismantle the existing structure of the organization.

Evolutionary thinking

Focuses on identifying ideas that represent something "distinctly new and improved"

Unstructured approach

Free form - lets members callout ideas as they come to mind.

Distributive Negotiation Examples

Good cop/bad cop high ball/low ball exploding offer lying intimidation nibble snow job

The five why method

Has proven very useful when the real cause of the problem is layered in ambiguity and or the issue is unclear

Silent approach

Have the team wrote ideas on small strips of paper, collect all papers, jot ideas for all to see.

Power with

Improves the opportunity for a mutually satisfying outcome for all involved.

Evade Strategy

Low in people, high in task

Insist Strategy

Low in people, high in task- use when obtaining objective is important.

Comply Strategy

Low interest in task orientation, high in people

CNS depends on

Open communication, active listening, and critical thinking.

Connection

Power pertains to who you know. Can erode if used as primary source of influence.

Different Perspectives

Problem definition is likely to be a matter of perspective.

Problem Framing

Process of describing/interpreting a stated problem to arrive at a problem statement, define actual problem

Position power

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

Metacognition

Refers to the process to plan, monitor, access one's understanding and performance.

Structured approach

Soliciting one idea at a time from each member.

expert power

Suggests that you gain power and the ability to influence through your education and job knowledge. How you share this information can improve or reduce trust.

Aspiration Point

The best each party hopes to get out of a negotiated agreement.

Negotiation Ripeness

Timing is critical to success of negotiations. Are all parties interested in negotiations? If not, why? Do all parties know their alternatives to a negotiated settlement?

TIPO Model

Trust, Information, Power, Options

Fishbone Diagram

Used to depict the relationship between specific categories of process inputs and the undesirable output.

Power over

Used to gain an advantage, such as pulling rank

Settle Strategy

Used when task and people orientation are similar or equal- use when there is little chance of getting what you want.

Decision Analysis Matrix Tool

Useful tool when deciding between multiple options. - possible solutions as rows, factors as columns, score each combo, weight score by relative importance, add scores up to give overall score for each option

Analytical Thinking

When analyzing consider: cause and effect, complexity, similarities/diff., possible solutions/alternatives, associations and disconnections, steps w/in a process,relationships between all parts, trends, sequences of events -EX: ask 5 W questions- who, what, when, where, why, mind mapping- subtopics branch from central topic

People Orientation

centers on the relationship that exists between the individuals or groups involved.

Negotiation Readiness

defines as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than continue conflict - Are these issues negotiable? Am I willing to compromise? Do I want to resolve these issues equitably?

Task Orientation

the approach places more importance on reaching an outcome, solution, or resolution

distributive negotiation

usually involves a single issue - a "fixed pie" - in which one person gains at the expense of another. Considered win/loose. Assumes resources are limited and conflict is unavoidable.