Copyright © 2012 TregoED, Inc. All rights reserved. Tregoe Education Forum Collaborative Problem-Solving and Decision-Making for School Leaders Getting It Right the First Time...

2 Does an organization’s success and reputation depend upon the ability of individual leaders and the organization to make quality decisions? What is an excellent decision? Copyright © 2012 TregoED, Inc. All Rights Reserved.

3 3 What TregoED Does…  Teach systematic thinking strategies that help school leaders improve their capacity for collaborative problem-solving and decision-making  Easy to follow steps built around good questions  Makes thinking visible and rational  Provides framework for gathering and analyzing relevant data  Easily transferable  Develops consensus based solutions.

Copyright © 2012 TregoED, Inc. All rights reserved. 4 Why is it Difficult to Make Smart Choices and Get Good Results??  Less rich, face to face, real time communication  Constant bombardment of fragmented information  “Last in, first out” priority setting  Flat, lean, reduced staffing and help  Quick agreement and consensus are critical… but it is critical that we get it right the first time!

5 The critical question is always “what is important for us to know and do right now!!” The answer always requires disciplined thinking… A set of core strategies….a framework “Go-to” strategies that you can depend on. ****TregoED Analytic Processes The Leadership Dilemma Copyright © 2012 TregoED, Inc. All Rights Reserved.

Copyright © 2012 TregoED, Inc. All rights reserved. 6 “What are the Issues that Need to be Resolved in Order to Have a Great 2014— 2015 School Year?”  Difficult Decisions?  Problematic Changes?  Reoccurring Problems?  New Program Implementation?

7  What makes the resolution of these types of issues difficult? Copyright © 2012 TregoED, Inc. All Rights Reserved.

Copyright © 2012 TregoED, Inc. All rights reserved. 8 Process THEN A MIRACLE OCCURS “RESULTS” GOOD WORK, BUT I THINK WE NEED JUST A LITTLE MORE DETAIL RIGHT HERE ! (author unknown)

9 When we do not have a conscious process to follow,  every new challenge has to be seen as different… one of a kind…  thus requiring a unique strategy or approach. The “Pathetic Reality”… Copyright © 2012 TregoED, Inc. All Rights Reserved.

Copyright © 2012 TregoED, Inc. All rights reserved. 10 If We Don’t Use a Rational Process: 1.Rush to act without adequately understanding the problem 2.Turn our attention elsewhere 3.Assume that solutions that have worked elsewhere, or have worked in the past, will work again 4.Make decisions without the support and/or adequate involvement of key stakeholders 5.Poorly implement the solutions or plans that have been developed

11 Fighting Back…finding Success  Success comes when there is collaboration by… »having the “right” people, »applying the “right” information, »to the “right” issues, »at the “right” time.

12 Five Essential Requirements 1. A common language to describe and discuss issues 2. A quick way to agree upon and track priorities 3. A clear filter for sifting out the information that matters 4. A set of shared logical processes for solving problems and making decisions 5. A visible action plan for implementation and assignment of responsibilities.

Copyright © 2012 TregoED, Inc. All rights reserved. 13 Different Situations, Different Thinking Patterns 1. Getting Priorities Straight and Clear What’s going on? What should I do about it? What is most important? Whose help do I need? 2. Making the Best Choice What should we do? What is the best course of action? 3. Addressing the Uncertainty about the Future What lies ahead? What could go wrong? What could go well? What should I do now to prepare for it? 4. The Search for Cause Why did that happen? What will correct it? What will improve it? Each situation requires different kinds of inputs and thinking strategy!!!! Each situation requires different kinds of inputs and thinking approaches.

Copyright © 2012 TregoED, Inc. All rights reserved. 14 The Process Link between Different Situations and the TregoED Analytic Processes 1.Getting Priorities Clear Situational Appraisal 2.Making the Best Choice Decision Analysis 3.Uncertainty about the Future---Potential Problem Analysis 4.Search for Cause Problem Analysis

Copyright © 2012 TregoED, Inc. All rights reserved. 15 “Process” Leadership- -What is the Pay-Off??  Thinking is made visible---people understand  Establishes a common approach and strategy  Processes are transferable-you do not have to be a content expert  Develop decisions that “stick”…confidence by stakeholders  Handle conflict in proactive way  Enhances team work

Copyright © 2012 TregoED, Inc. All rights reserved. 16 Collaborative Decision Making for for School Leaders Training  Purpose:  To enable you to learn and use Situational Appraisal, Decision Analysis and Potential Problem and Opportunity Analysis to address school issues  Learning Objectives:  Know when to use each process  Learn to use “bits and pieces” of the processes  See the value of good questioning  Fine-tune current skills and learn some new ones  Use processes to address your issues/decisions

17 Analytic Processes for School Leaders: Ben Tregoe and Cynthia Richetti ASCD Product Number:

18 Contact Information  Jim Coles, Leadership Development Consultant   Mobile