© 2015 herrmann global, llc better thinking. better performance. better results. the business of...

© 2015 Herrmann Global, LLCBetter Thinking. Better Performance. Better Results.

The Business of Thinking®


ThinkAbout Problem Solving


Sections of ThinkAbout Problem Solving1. Whole Brain® Problem Solving

2. Partnering for Better Problem Solving

3. Flexing to Solve Problems

4. The Problem Behind the Problem


Participant Workbook


Section 1:Whole Brain®

Problem Solving

Problem Solving Methods

“Survival”

The Whole Brain® Model

The Whole Brain® at Work

Action Plan


Learning Objectives

At the end of this section, you will be able to:

Understand how your thinking preferences affect the way you solve problems.

Appreciate how others’thinking preferences can impact the problem-solving process.

Leverage Whole Brain® Thinking in problem solving.

© 2015 Herrmann Global, LLC

“The Problem Appears to be Unsolvable”


Problem Solving Methods

• Root Cause Analysis (RCA)• Fishbone (Ishikawa) Diagram• GROW Model• 8D• TRIZ

G Goal

R Reality

O Obstacles/Options

W Way Forward


“Survival”

• A sextant (instrument measures longitude and latitude at sea)• A shaving mirror• Mosquito netting• A 25 liter container of water• Case of army rations• Maps of Atlantic Ocean• A floating seat cushion• A 10 liter can of oil/gasoline mixture• A small transistor radio• 20 square feet of opaque plastic sheeting• A can of shark repellant• One bottle of 160% proof rum• 15-foot nylon rope• 2 boxes of chocolate bars• An ocean fishing kit with pole

Source: http://insight.typepad.co.uk/lost_at_sea.pdf


Our Four Different Selves

The four-color, four-quadrant graphic and Whole Brain® are registered trademarks of Herrmann Global, LLC.

A

B

D

C

AnalyzesQuantifies

Is logicalIs critical

Is realisticLikes numbers

Knows about moneyKnows how things work

InfersImaginesSpeculatesTakes risksIs ImpetuousBreaks rulesLikes surprisesIs curious / Plays

Takes preventive actionEstablishes procedures

Gets things doneIs reliableOrganizes

Is neatTimelyPlans

Is sensitive to othersLikes to teachTouches a lotIs supportiveIs expressiveIs emotionalTalks a lotFeels


A

B

D

C


Problem-Solving Walk Around

• Having a technical perspective• Checking the numbers closely• Examining things critically• Concentrating on fixing it• Calling in an expert• Analyzing in depth• Doing research

• Making a plan• Minimizing the risk• Taking first things first• Organizing the information• Focusing on time and timelines• Searching for overlooked details• Considering steps to be completed

• Getting excited, maybe impatient• Generating lots of “crazy” ideas

• Looking for new perspectives• Breaking the rules to solve• Looking at “the big picture”

• “Sleeping on it”• Brainstorming

• Talking it out• Building a team

• Calling a friend for help• Listening to own intuition

• Getting emotionally engaged• Considering own values/feelings

• Persuading those involved to help


The Whole Brain at Work


“Survival”

15 A sextant 1A shaving mirror14 Mosquito netting3A 25 liter container of water4Case of army rations13 Maps of Atlantic Ocean9A floating seat cushion2A 10 liter can of oil/gasoline mixture12 A small transistor radio520 square feet of opaque plastic sheeting10 A can of shark repellant11 One bottle of 160% proof rum8 15-foot nylon rope62 boxes of chocolate bars7An ocean fishing kit with pole

Source: http://insight.typepad.co.uk/lost_at_sea.pdf


Coast Guard Expert Analysis


• Your thinking preferences play a big part in how you go about solving problems individually and as a team.

• Engaging people with other thinking preferences will make the problem-solving process more inclusive.

• You may need to stretch into your less-preferred quadrant(s) to arrive at a more whole-brained solution.

Key Thoughts


Learning Objectives Outcomes


Understand how your thinking preferences affect the way you solve problems.

Appreciate how others’thinking preferences can impact the problem-solving process.

Leverage Whole Brain® Thinking in problem solving.


Consider the problems that you have had to solve in the past – in the work place or in your personal life.

•Take a few moments to write down your observations of the effects of your own thinking preferences, and also of a team’s thinking preferences, on problem solving.

•What will you do differently, when confronted with a problem that needs to be solved?

Action Plan


Section 1:Whole Brain®

Problem Solving

End of Section 1

Next:

Partnering for Better Problem Solving


Section 2:Partnering for Better Problem

Solving

What’s for Lunch?

Thinking Partnerships

Invite Cross-Training

Action Plan


Learning Objectives


Recognize the role each quadrant plays in problem solving.

Leverage contrasting thinking preferences to increase possibilities.

Use the Problem-Solving Walk-Around to create a problem-solving process.


“What’s for Lunch?”


"Thinking styles play a part in one of the most important factors in a team’s ability to innovate and solve problems – its diversity.

Because diversity is critical to successful idea generation inteams, the greater the diversity, the exponentially greater the number of ideas a team can generate in response to a problem or opportunity."

Associate Professor of English Margaret (Margo) Lukens


University of Maine – Cross-Training

A

CB

DD



Cross-Training

“Cross-training refers to an athlete training in sports other than the one that the athlete competes in, with a goal of improving overall performance.

It takes advantage of the particular effectiveness of each training method, while at the same time attempting to negate the shortcomings of that method by combining it with other methods that address its weaknesses.”

- Wikipedia


Cross-Training Your Brain


Invite Cross-Training

Select one problem: • Delayed delivery times repeatedly with certain customers• Personnel problem – two team members are disagreeable• The need to create new procedures for processing orders• Implementation of management’s decision for two team

members to job share, splitting a role • Training is to be put online, to include regional divisions• Your organization feels the need for an online presence

You are not to solve the problem.Discuss what beneficial ideas and questionsmight come from each of the four quadrants.


• People with different thinking preferences solve problems differently.

• Partnering with a co-worker can increase possible solutions and opportunities.

• The application of the Problem-Solving Walk-Around creates a problem-solving process that includes all preferences.

Key Thoughts




Recognize the role each quadrant plays in problem solving.

Leverage contrasting thinking preferences to increase possibilities.

Use the Problem-Solving Walk-Around to create a problem-solving process.


Take a few moments to create a problem-solving network.

Identify a list of people who have thinking preferences that contrast with yours, who can add fresh perspectives to your problem-solving process.

Action Plan


Section 2:Partnering for Better Problem

Solving

End of Section 2

Next:

Flexing to Solve Problems


Section 3:Flexing to Solve

Problems

Natural Problem-Solvers

“Think Outside the Box”

Whole Brain® Problem Solving

Using the Whole Brain® Problem Solver

Action Plan


Learning Objectives


Identify your tendencies in solving problems.

Think beyond your own perspective to more effectively solve problems.

Utilize various techniques to improve your problem solving skills.


Natural Problem Solvers


Connect the Dots

Connect all 9 dots by drawing 4 straight consecutive lines.


Connect the Dots


“Think Outside the Box”


Optical Illusions


“First-rate intelligence: The ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function.”

F. Scott Fitzgerald

Optical Illusions


Whole Brain® Problem Solving?


Situational “Stretch”

“Life is like a ten speed bicycle – we all have gears that we never use.”

- Charles Schultz



Whole Brain® Problem Solver

A. What are the key facts? Who? What? When? Where? Why?

B. Do I have all the details? Is there an important bit I am

missing?

C. What does my intuition tell me? What do other people feel

about it?

D. What is the main issue? Am I missing any links?A. Based purely on the facts ...

B. From an organizational point of view ...

C. From a people perspective ...

D. From a big-picture holistic view ...

A. What tools, techniques, and technology can we use?

B. What processes, procedures, or structures could we use?

C. Who else can help us solve this?

D. What wild, outside-of-the-box ideas can you think of?

A. What resources do we need?

B. What are the action steps?

C. Who do we need to involve, and are they available?

D. How will we know that we are getting maximum results from the solution?

1.

Gather the facts

2.

Define the

problem

3.

Develop

solutions, then

select the best

solution (circle it)

4. Implement the

best

The Step The Questions The Answers


Whole Brain® Problem Solver - Step 1

1.

Gather the facts

A. What are the key facts? Who? What? When? Where? Why?

B. Do I have all the details? Is there an important bit I am

missing?

C. What does my intuition tell me? What do other people feel

about it?

D. What is the main issue? Am I missing any links?




2.

Define the

problem

A. Based purely on the facts ...

B. From an organizational point of view ...

C. From a people perspective ...

D. From a big-picture holistic view ...




3.

Develop

solutions then

select the best

solution (circle

it)

3.

Develop

solutions, then

select the best

solution (circle it)

A. What tools, techniques, and technology can we use?

B. What processes, procedures, or structures could we use?

C. Who else can help us solve this?

D. What wild, outside-of-the-box ideas can you think of?




4. Implement the

best

A. What resources do we need?

B. What are the action steps?

C. Who do we need to involve, and are they available?

D. How will we know that we are getting maximum results from the solution?



Using the Whole Brain® Problem SolverSelect one problem to work through using the Whole Brain®

Problem Solver:

• Delayed delivery times repeatedly with certain customers• Personnel problem – two team members are disagreeable• The need to create new procedures for processing orders• Implementation of management's decision for two team

members to job share, splitting a role • Training is to be put online, to include regional divisions• Your organization feels the need for an online presence


Fresh Eyes

“It's so much easier to suggest solutions

when you don't know too much

about the problem.”

Malcom S. Forbes


• We tend to try to solve problems based on our own thinking preferences.

• The Whole Brain® Problem Solver can trigger new ways to think about problems that do not occur to you automatically.

• “Think outside the box” and leverage “fresh eyes,” to improve your ability to solve problems.

Key Thoughts




Identify your tendencies in solving problems.

Think beyond your own perspective to more effectively solve problems.

Utilize various techniques to improve your problem solving skills.


Action Plan

Identify an opportunity you have in the next two weeks to use the Whole Brain® Problem Solver with a group or team. Note some things you need to do to prepare for using this tool.


Section 3:Flexing to Solve

Problems

End of Section 3

Next:

The Problem Behind the Problem


Section 4:The Problem Behind the

Problem

The Elephant in the Room

“The Five Whys”

Whole Brain® Problem Solving

Action Plan


Learning Objectives


Identify actual problems in your organization that can be solved using the Whole Brain® method.

Analyze a problem from all four quadrants of the Whole Brain® Model.

Apply Whole Brain® problem-solving tools to solve problems.


The Problem

What?

Who?

Why?

How



Image source: www.davepear.com

“An important and obvious topic, which everyone present is aware of, but which isn’t discussed, as

such discussion is considered to be uncomfortable.”

The Elephant in the Room



Steps: 1.Gather the Facts 2.Define the Problem3.Develop Solutions4.Implement the Best


“The Five Whys”

You woke up late.

1.Why?2.Why?3.Why?4.Why? 5.Why?

The alarm clock did not go off.The time reset to 12:00 a.m.The alarm clock lost power.The battery backup was not installed.We didn’t have a battery.


A

B

D

C


• Why does this issue affect my work?

• Why is this issue important from the big picture view?

• What broad, general issue seems to cause me to be less productive at work?

• What is it that interferes with my progress numbers, sales, quantity or quality of my work?

• When am I affected the most? (time of day/week/month/year?

• How do I cope now with this issue?

• Who else is affected?

• Who do I affect because of this issue?

• My feelings about this topic are …

Getting to the Real Problem



Steps: 1.Gather the Facts 2.Define the Problem3.Develop Solutions4.Implement the Best


• Devote the time and effort to discover the real problem, rather than focusing only on the symptoms of the problem.

• Thorough use of the Whole Brain® Problem Solver ensures that you don’t overlook least-preferred quadrant(s).

• Heterogeneous or diverse-thinking groups represent the views of all four quadrants.

Key Thoughts




Identify actual problems in your organization that can be solved using the Whole Brain® method.

Analyze a problem from all four quadrants of the Whole Brain® Model.

Apply Whole Brain® problem-solving tools to solve problems.


Action Plan

A problem is not solved until action has been taken.

What are the next steps, to take action on the problem that your group solved?

Are there problems that were addressed by other groups that you can be a part of solving? If so, how can you help in that action plan?


Section 4:The Problem Behind the

Problem

End of Section 4

Next:

Think About Problem Solving Wrap Up


A

B

D

C



What We’ve Covered

Who Benefits

Why Whole Brain® Thinking

How We Did It


A – What We’ve Covered

Problem-Solving MethodsProblem-Solving Walk-AroundThinking PartnershipsCross-TrainingWhole Brain® Problem SolvingWhole Brain® Problem SolverGetting to the Real Problem


B – How We Did It

“Survival”Problem-Solving Walk-AroundThe Whole Brain at Work“What’s for Lunch?”Invite Cross-Training“Think Outside the Box”Using the Whole Brain® Problem Solver


C – Who Benefits

SelfTeam MembersColleaguesCoworkersManagersOrganizationClientsCustomersOthers Outside our Organization


D – Why Whole Brain® Thinking

Better Thinking. Better Performance. Better Results


Questions?


Introducing the new…

Better Thinking, In Hand

UNDERSTAND YOUR HBDI® PROFILE

APPLY THE INSIGHTS

SHARE YOUR THINKING

Learn more at http://app.hbdi.com


The Business of Thinking® Series

Start Thinking

ThinkAbout Teams

ThinkAbout Communicating

ThinkAbout Creative Thinking

ThinkAbout Decision Making


ThinkAbout Your Customer


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Appendix

• Additional Facilitator Resources


Break it up! The brain needs time to process.

Taking a break during class/learning helps retain the information just learned.

© 2015 herrmann global, llc better thinking. better performance. better results. the business of...

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