1 Feedback and Problem- Solving Enhancing Development and Providing Value

11/18/02Karyn Lazarus Step Problem Solving Process 1. Identify the Problem 2. Generate Criteria for a Good Solution 3. Generate Alternative Solutions 4. Evaluate Alternatives Against Criteria 5. Decide 6. Implement Decision 7. Follow Up to Evaluate Results Align: Intersect Invent Invest Action: Engage Clarify Close Adjust: Review Renew

11/18/02Karyn Lazarus Problem Solving Step #1 1. Identify the Problem Share problem perceptions Orders sky high Having difficulty making enough product Clarify problem definition (“how to…) Need to build product to satisfy customer needs and we need to do it rapidly Analyze the problem (boundaries, root cause, force field, etc.) We have only X amount of space Customers demand is increasing for the foreseeable future Insufficient staff Insufficient space Raw materials are not an issue Cost investment is not an issue

11/18/02Karyn Lazarus Problem Solving Step #2 2. Generate Criteria for a Good Solution Describe an effective solution Meet forecast and customer needs (availability) Build for the future Keep within cost constraints Increase productivity by 50% Keep profit margins at 15% Produce a quality product Distinguish Essential from Desirable Criteria Meet forecast and customer needs Increase productivity by 50% Produce a quality product Prioritize Criteria

11/18/02Karyn Lazarus Problem Solving Step #3 3. Generate Alternative Solutions Build a new building Hire more people Change the shift schedule Outsource the manufacturing Outsource portions of the manufacturing

11/18/02Karyn Lazarus Problem Solving Step #4 Evaluate Alternatives Against Criteria Develop a Matrix and Consider Combination of Alternatives SolutionHigh (can implement quickly MediumLow (long term or not at all) Build new bldg. X Hire people X Change shift schedule X Outsource X Build alliances X

11/18/02Karyn Lazarus Problem Solving Step #5 5. Decide Check for solution that best meets criteria: change shift schedule, hire more personnel, plan for increased need by increasing space capacity Check for unintended consequences: downturn in market, too many people, too much capacity, cultural integrity, growing people quick enough Revise solution to address any concerns Grow conservatively Improve processes Implement a training program to bring people into the culture sooner

11/18/02Karyn Lazarus Problem Solving Step #6 6. Implement Decision Plan who will do what by when: Manufacturing, Production, Purchasing, Training Identify any resources Establish success indicators and set review dates: Meeting forecast Building for the future Quality within controlled limits Processes in place

11/18/02Karyn Lazarus Problem Solving Step #7 7. Follow Up to Evaluate Results Compare results to indicators: market strong, still grow conservatively Adjust solution as necessary: build capacity worldwide to take advantage of markets and taxes Feed forward: share learning with the organization (Learning conference, other divisions)

11/18/02Karyn Lazarus Problem Solving: An exercise You are on a team with a major deliverable due to your management team within two weeks. You have had three months to work on this project. The deadline is looming. You had divided up the work for the big presentation, and you are now ready to put it together. When the parts come together, there is little to no consistency on style, format, product, or conclusions. One person focused on technical issues. Another focused on bullet points. Still another did a summary with no explanation of why the summary was reached. What are you going to do? You have two weeks to complete your project. How will you solve this dilemma while honoring each teammate’s contribution?

11/18/02Karyn Lazarus Feedback Effective feedback is the single most important tool for enhancing individual and team performance.

11/18/02Karyn Lazarus Types of Feedback Reinforcing Feedback Specific information that calls attention to something that went well. Encourages the same type of behavior/attitude. Constructive Feedback Specific information that calls attention to a potential problem or a different way of doing something. Presents an opportunity to develop and deepen a positive behavior/attitude and/or change unwanted behavior.

11/18/02Karyn Lazarus Giving and Receiving Feedback Complete message Situation Facts Interpretation Feelings Needs Appropriate Timing Permission Helpful/Actionable No hidden agenda (speaks to your intent to giving the feedback) Listen to understand Don’t defend or explain Ask only clarifying questions Paraphrase back if appropriate Decide if problem-solving is appropriate Say “Thank You” Giving Receiving

11/18/02Karyn Lazarus Exercise Each team member will receive feedback for five minutes. Pick who will go first. Pick who will record the feedback. Pick a time keeper. The person receiving feedback indicates two areas they want to receive feedback about (e.g., conflict resolution, leadership, team contribution, etc.) Each member gives feedback following the guidelines for giving feedback. The person receiving feedback follows guidelines for receiving feedback.

11/18/02Karyn Lazarus Step Problem Solving Process (pg. 2 of 3) 4. Evaluate Alternatives Against Criteria Develop matrix Consider combinations of alternatives 5. Decide Selection solution that best meets the criteria and you are willing to try Check for unintended consequnces Revise solution to address any concerns 6. Implement Decision Plan who will do what by when Identify any needed resources Establish success indicators and set review dates

11/18/02Karyn Lazarus Step Problem Solving Process (pg. 3 of 3) 7. Follow Up to Evaluate Results Compare results to indicators Adjust solution as necessary Feed forward—Share learning within organization