Problem Solving and decision making Your totem goes here, you may use a build if you desire Your name goes here Your course position goes here Course Overview

LEARNING OBJECTIVES As a result of this session, you will be able to: Analyze a problem and submit it to a systematic problem-solving process. Understand the relationship between problem solving and project management. Put into action many of the skills and ideas learned during the Wood Badge course. Prepare yourselves for the upcoming Problem Solving Round-Robin. LEARNING OBJECTIVES As a result of this session, you will be able to: (Click to reveal each bulleted item) Analyze a problem and submit it to a systematic problem-solving process. Understand the relationship between Problem Solving and Project Management. Put into action many of the skills and ideas learned during the Wood Badge course. Prepare yourselves for the upcoming Problem Solving Round-Robin. NE-II-177 Course Overview

FIVE STEPS OF TEAM-BASED PROJECT PLANNING Project overview Work breakdown structure Activity assignments Action on the plan Closeout report (Click to reveal slide) On Day Two (during the “Project Planning” presentation) you were introduced to the Five Steps of Team-Based Project Planning. That’s a very effective strategy when the goal is clear. For example, you’re given a task such as building rocket. By following the “Five Steps of Team-Based Project Planning”, team members can focus their time and energy to reach the goal in the most direct manner. Vision and Mission come into play to help us define goals that have Value, and can lead us to them even if the process is very long. NE-II-177 Course Overview

PROJECT PLANNING PROBLEMS Within the context of a larger project. Independent of the project. On the other hand, teams and individuals are often presented with more immediate problems to solve: (Click to reveal each bulleted item) Problems that arise within the context of a larger project. “What sort of fins should a patrol rocket have? “How will we transport our patrol project to the presentation site?” Problems that arise independent of projects. “How shall we set up our camp so that it follows the principles of Leave No Trace?” “What will we do about a sudden first-aid emergency?” The stages of team-based project planning can be used for problem solving, but they may be too heavy an instrument for many problems: “You don’t need a sledge-hammer if a flyswatter will do the job!” NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING Describe the problem. Gather information. Determine the most important factors that contribute to the problem. Visualize what success looks like. Create action steps that will lead to that success. Consider these Five Steps of Systematic Problem Solving. Notice that they are similar to the Steps of Team-Based Project Planning, but are intended to be quicker and more adaptable to immediate challenges rather than long-range goals. FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING Describe the problem. Gather information. Determine the most important factors that contribute to the problem. Visualize what success looks like. Create action steps that will lead to that success. Lets look at these steps more closely! NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING Describe the problem. Accurately Completely Describe the Problem. (Click to reveal both bulleted items) Do this as accurately and completely as possible. The better you understand the problem, the more quickly and efficiently you can solve it. NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING 2. Gather information. quantitative (facts that can be measured) qualitative (how people feel about situation) Gather Information. Consider: (Click to reveal each bulleted item) quantitative information (facts that can be measured) and qualitative information (how people feel about the situation). NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING Determine the most important factors that contribute to the problem. Timing Personnel Setting Any combination of all three Determine the most important factors that contribute to the problem. Figure out what is causing the problem. Factors may include: (Click to reveal bulleted list) Timing Personnel The Setting , or Any combination of all three. NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING Visualize what success looks like. Describe how things will be when the problem is solved and everything is working well. Visualize what success looks like. (Click to reveal bulleted item) Describe how things will be when the problem is solved and everything is working well. NE-II-177 Course Overview

FIVE STEPS OF SYSTEMATIC PROBLEM SOLVING 5. Create action steps that will lead to that success. Close gap between current situation and visualization of success. Create action steps that will lead to that success. (Click to reveal bulleted item) Action steps close the gap between the current situation and your visualization of success. As with the steps of project planning, each step of problem solving demands that decisions be made. NE-II-177 Course Overview

ADVANTAGES OF SYSTEMATICALLY SOLVING PROBLEMS Time-saver. Teams solve problems more quickly & efficiently. Increases the odds of success. There are many advantages of systematically solving problems: (Click to reveal each bulleted item) The problem-solving process is a time-saver. With an organized approach to a problem, issues can be dealt with in an orderly and timely fashion. As teams become accustomed to using a systematic approach, they can solve problems more quickly and efficiently. A systematic approach increases the odds of success. NE-II-177 Course Overview

Brainstorming MAKING DECISIONS Consensus Multi-Voting Parking Lot Whether a team is approaching long-range goals, or dealing with immediate problems, there are points at which decisions simply must be made. The nature of the team, its experience together, and the situation it finds itself in can all contribute to the way team members reach decisions. There are many ways that teams can make decisions. Among the many useful decision-making tools are: (Click to reveal bullet list) Brainstorming Consensus Multi-Voting Parking Lot NE-II-177 Course Overview

MAKING DECISIONS Brainstorming Encourage everyone to participate. Think outside the box. Piggyback ideas. Consider how similar problems have been solved in the past. Brainstorming Brainstorming allows for the free flow of ideas. As team members bounce thoughts off one another, the combined result can be greater than any of the individual contributions. (Click to reveal each bulleted item) 1. Encourage everyone to participate. Their ideas are valuable. 2. Think outside the box; that is, consider solutions beyond the obvious. Encourage this kind of input by agreeing at the outset not to be critical of the ideas of others. 3. Piggyback ideas. One person’s thoughts can build on the ideas of others. 4. Consider how similar problems have been solved in the past, both by the team and by others. There is no need to reinvent the wheel every time. NE-II-177 Course Overview

MAKING DECISIONS Consensus Team works in atmosphere of trust and agrees to abide by group agreement. Possible solutions assessed & evaluated to see if they fit vision of success. Give consensus decision a trial run before finalizing it. Consensus Consensus occurs when a discussion leads to agreement without resorting to a vote. (Click to reveal each bulleted item) The team works in an atmosphere of trust and agrees to abide by the group agreement. 2. Possible solutions are assessed and evaluated to see if they fit the vision of what success looks like. 3. If possible, give the consensus decision a trial run before finalizing it. That can reduce anxiety about failure. NE-II-177 Course Overview

MAKING DECISIONS Multi-Voting Each team member has an equal number of votes. If sorting list, members rank items; if reducing list, members cast out poorest choices. Cast votes, total scores, repeat if necessary. Multi-Voting When presented with many options, multi-voting allows team members to cut a loss down to a manageable size. (Click to reveal each bulleted item) 1. Each team member has an equal number of votes. 2. If sorting a list, members rank the items on the list. If reducing it, members cast out the poorest choices. 3. Cast votes and total scores. Repeat, if necessary. NE-II-177 Course Overview

Acknowledge that issue is not immediately relevant. MAKING DECISIONS Parking Lot Acknowledge that issue is not immediately relevant. Write brief description of issue for discussion at later time. Parking Lot This is a process of tabling parts of a discussion that are not directly related to finding a solution to the problem at hand. It permits team members to feel that all of their suggestions are being considered, even if at a future date. It also helps a team hold onto fresh ideas whose time has not yet arrived. (Click to reveal each bulleted item) 1. Acknowledge that an issue is not immediately relevant. 2. Write a brief description of the issue so that it can be brought up for discussion at a later time. NE-II-177 Course Overview

LEARNING OBJECTIVES As a result of this session, you should now be able to: Analyze a problem and submit it to a systematic problem-solving process. Understand the relationship between problem solving and project management. Put into action many of the skills and ideas learned during the Wood Badge course. Prepare for the upcoming Problem Solving Round-Robin. As a result of this session, you should now be able to: - Analyze a problem and submit it to a systematic problem-solving process. - Understand the relationship between problem solving and project management. - Put into action many of the skills and ideas learned during the Wood Badge course. - Prepare yourselves for the upcoming Problem Solving Round-Robin. NE-II-177 Course Overview

Your totem goes here, you may use a build if you desire Thank You! Your totem goes here, you may use a build if you desire Thank you for your attention. I’ll now open up the floor for any questions that you might have. NE-II-177 Course Overview

GROUP ISSUES FOR PROBLEM SOLVING ROUND-ROBIN Immediately following this troop presentation, patrols will have the opportunity to practice problem-solving strategies at a number of different stations in the Problem Solving Round-Robin. Here to tell us about that is Jason Vigilante, Senior Patrol Leader of the youth staff on our course. NE-II-177 Course Overview

NE-II-177 Change control log Date Version Changes By Jan. 14, 2009 0.1 template Fred M. Stringer NE-II-177 Course Overview