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MAN 03.01
Result
Agreement
issue
resolution.
that an
needs
An agreed statement
of the problem.
Unanimous
identification of the
root
cause
which
needs correcting.
Result
A complete list of
possible solutions.
It is best that all six steps are addressed when using the
system. The following checklist provides guidelines to assist
with application.
Plan agenda directed to a specific result.
Follow the agenda planned.
Set and keep to ground rules for participation.
Break down large problems into smaller bits.
Complete each step before moving to the next.
Return to previous step(s) if progress is bogged down.
Know which technique is being used at each point.
Trust the process and keep to it as long as it works.
Do not mix methods from different processes.
Include all people or units affected.
Consider divergent ideas as valuable input.
Accept and integrate all views and feelings.
Write down all thoughts, suggestions and inputs.
Keep a public running record of group discussions.
Keep all material accessible to all group members.
Know which questions to ask at each step.
Draw out complete answers from all present.
Be disciplined to listen and respond.
Assign distinct roles in meetings.
Stimulate the groups synergy and creativity.
Seek agreement between divergent positions.
2. Communications.
Making the system work depends on communications and
meetings skills. The following table gives some guidelines
for leaders to make communications work better.
Guideline
1. If you feel you have a
problem with someone or
something then there is one.
2. If problem exists others will
also be aware of it and have a
different perception.
3. Find an accepted or
observable observation as a
start or reference point.
Application
Do not ignore. Probe others
awareness of the problem.
Ask others perceptions and/or
how they think things should be
different.
Use statistics, specific events,
confirmed
facts,
others
observations, but no value
judgements.
7.
Avoid
threatening
accusatory tone.
or
Unproductive
factors
ineffective
Discussion Leader
Recorder
Presenter
Participant
Authority Figure
The Leader and recorder must be neutral. Everyone should
be a presenter or participant. The Boss should relinquish
roles to other participants.
4.
Problem Recognition.
The symptom, be it trivial or more serious, first identified is
not the whole problem hence the Iceberg rule. Patience is
required to uncover the whole problem by examination,
research, tabulation and study.
Four techniques to help recognize a problem are,
Symptom identification
Discuss with the team to identify and collecting symptoms &
data from different initial viewpoints. List these hard & soft
data and category .
Hard Data
Facts, results, events, history,
statistics,
forces,
goals,
procedures,
physical
phenomena,
observable
deviations, time factors, trends,
productivity,
quality
and
performance levels
Soft Data
Feelings,
opinions,
human
factors,
friction,
attitudes,
satisfaction levels, stresses,
frustrations, personality conflicts,
behaviour, hearsay, intuition,
gut reactions, mental blocks.
Research methods
First identify the target data sought then design research to
concentrate on that area. Typical general categories of the
data to be collected are results, resources, organization,
external environment & obligations. A ten stage process is
recommended as follows. [continued on MAN 03.02]
For more detail on the subject of Meetings see MAN 04.1 &
O4.2.
Management
MAN 03.02
Resources
Organization
External
Environment
Obligations
Group brainstorming
This is a creative discussion producing a comprehensive
review by building on each others contributions. Must be led
and managed effectively to keep focussed. To do so a
question must be put to the meeting to consider. The leader
role is very important if brainstorming is to be effective. When
participants edit, judge, react negatively or just frown at
others contributions then the effort breaks down.
Brainstorming guidelines are,
1
2
3
4
5
6
7
Question
List
Ideas
Accept
Record
Prompt
No editing
Build
Synergy
Management
MAN 03.03
Common denominators/patterns
Brainstorming
Write down possible statements of the problem and ask
questions such as,
Form 2: obstacles
How are things wanted.
What is required
Management
MAN 03.04
Problem label
Major cause
Do not move to the solution phase until the root cause has
been found. Test tentative conclusions with the questionnaire
below to ensure full and correct problem analysis.. The
conclusion should pass all of the tests.
Condition
Dead end
Conversation
Feels good
Agreement
Explains
Beginnings
Logical
Control
Hope
Workable
solution
Stable
Resolution
Question
You ran into a dead end when
asking what caused the proposed
root cause.
All conversation at a positive end.
Whole group feels motivated &
uplifted
All agree to root cause.
Root cause fully explains problem
from all points of view.
Earliest beginnings of problem
explored and understood
Root cause is logical and dispels all
confusion
Root cause can be influenced,
controlled and dealt with.
Finding root cause brings hope of
constructive action.
Workable solutions to deal with all
symptoms appear.
A stable long term solution to the
situation appears.
Yes
No
Description
Process
Roles
Brainstorming
+/- Forces
Evaluate
Diagram
Date
Completed
Repetitive
why
Others
Test
Persevere
7. Optional Solutions
This is to complete a list of conceivable options addressing
the root cause and resolving the problem. Producing as long
a list as possible of courses of action is important in order not
to select the first apparently reasonable idea. It also ensures
that all of the group members pet solutions are included and
reviewed. Agreement on the full list is important as it ensures
ownership of the whole list by all members.
Typical techniques used are
i)
Recovery:
Transfer any potentials solutions and symptoms from
previous stages to the current worksheet [below]. This should
include ideas which were considered unsuccessful earlier.
Root cause to solve
List all strategies which have any chance Evaluation
of working.
ii)
Brainstorming:
All proposals however ridiculous and unacceptable should be
considered if they have even a loose bearing on the solution
of the problem. Add to earlier efforts on the worksheet as
they are found.
Possible target focus questions are,
Management
MAN 03.05
8.
Decision Making [evaluation]: (continued)
2) Brainstorming: (continued)
No.
1
2
3
4
Solution
Potential
cost
Potential
risk
Possible
effects
Possible
rewards
Conc.
6) Prioritizing:
Six possible methods are given on the following checklist,
each with its own advantages,
No. Name
Choice
1
Ranking in order of,
Best ----Most workable ----Reliability -----Most tested & proven ----Least risky ----Staff availability to make work ----Chance of success ----2
Forced-pair
comparison
to
Bubbleup/Bubble-down items resulting in a
prioritised list
3
Individual ranking then rating to an agreed
scale such as [5 top priority, 4 High pref,
3 OK, 2 maybe, 1 slim chance, 0 no
chance.
4
Vote where majority rules
5
Prioritise by gut feel, intuition or comfort
zone.
6
Compromise
7) Combination:
This is where some options are found to complement others.
A useful technique is to categorise remaining solutions then
combining compatible solutions within a category.
Participants can pool ideas within a category to develop
more workable outcomes.
8) Criteria matrix:
A criteria matrix is useful to visualise solutions
Evaluation criteria
Alternative
rating
solution
Criteria can be accepted standards, common-sense
benchmarks or proven yardsticks. List measurement
indicators that tell whether a proposed solution is good, bad
or marginal. Consideration if organisational goals,
departmental objectives and job targets are affected. Do
valid quality & quantity standards exist? Time, cost, material
& human constraints should be considered. What negative
consequences must be avoided at all costs. Look for
benchmarks against which to judge solutions. Ratings can be
+, - or ? on a five point scale, or similar.
5
6
7
8
9
Y/N
9. Action Planning:
Plans allow one to adapt and respond even when things go
wrong. Action planning allows for fast adjustment and wise
reaction not a rigid and inflexible pattern for the future. Action
plans create a practical programme to translate the decision
or overall target into reality. Time, personnel and other
resources must be considered. Establishing performance
standards, production / quality standards and follow-up /
monitoring mechanisms are essential for ensuring plan
implementation.
Some values of action planning are in the following checklist,
No.
Action
Description
1
Realistic
Translate decisions to workable
action
solutions staff can identify with.
2
Concrete
Nail down abstract ideas to
programme
achievable programmes.
3
Specific
Specify
assignments
so
that
assignments
individuals know what to do & when.
4
Clear
Clear expectations so staff know
expectations
how they will be evaluated.
5
Effective
Simple division of responsibility for
delegation
effective delegation.
6
Mutual
Build agreement by establishing
commitment
mutual commitment to plan.
7
Co-ordinate
Co-ordinate action to enhance teamaction
building & team-work.
8
Effective
Provide effective follow-up methods
follow-up
by mapping future check-points.
9
Objective
Establish basis for objective results
measurement
measurement.
10
Clear-cut
Clear-cut
accountability
by
accountability
identifying responsible.
11
Save time
Co-ordinates action and translates
decisions into assignments.
12
Support
Management guide to know how to
workers
support without oversupervising.
13
Employee
Provide for employee involvement in
involvement
planning process itself
14
Ensure results Helps focus all resources in the best
possible way.
Seven aids to action planning which help PS&APs to draft a
workable roadmap are as follows,
I] Recovery
Retrieve any notes/comments made earlier and transfer to
an action item work sheet after deleting those focussed on
other root causes or action strategies.
Continued on MAN 03.06.
Management
MAN 03.06
Responsible
person
Performance
standard
Monitoring
technique
Completion
deadline
Resources
needed
1.
8
9
10
11
12
13
14
15
16
17
18
19
20
21
go
How could it be
prevented
Give advance
warning
Beat
the
grapevine
Present
it
positively
Ventilate
resistance
Stress
benefits
Explain
the
purpose
Reassure
them
Stress growth
Include
training
Change
gradually
Recognise
supporters
Continued on 03.07
Management
MAN 03.07