NCOA DLC 2.0 - Problem Solving With Correct Solutions

Metacognition - ANSWER Refers to the process to plan, monitor, access one's understanding and performance. Cynefin Framework - ANSWER Consists of four domains- Simple, Complicated, Complex, Chaotic Simple (Obvious) Domain - ANSWER -Stability, clear cause+effect, always going to be the same -Domain of known-knowns -Sense, categorize, respond -Requires straight forward management and monitoring -"Best Practices" Complicated Domain - ANSWER -Relationship between cause+effect -Not obvious to everyone -May have multiple right answers -Good practices not best -Known-unknowns -Sense, analyze, respond -Requires expertise to analyze Complex Domain - ANSWER -Cause+effect relationship is so intertwined it only makes sense in hindsight. -Answers not readily available -Probe (experiment in safe environment), sense (see what occurred based on experiment), evaluate the results, Respond - Domain of emergent practices -There are things we don't know that we don't know. Chaotic Domain - ANSWER -Searching for answers would be pointless -Cause+effect impossible to determine, shift constantly -No manageable pattern exists -Unknowables -Act, sense, Respond - Stop the bleeding, figure out where stability is and where it's not, respond by working to change the situation from chaotic to complex. Common steps in an effective problem solving process - ANSWER 1. Define the problem 2. Generate alternate solutions 3. Pick a solution that will solve the problem effectively. 4. Implement + monitor to see if the issue is fixed Problem Framing - ANSWER Process of describing/interpreting a stated problem to arrive at a problem statement, define actual problem Different Perspectives - ANSWER Problem definition is likely to be a matter of perspective. Root Cause Analysis - ANSWER Digging as deeply as possible and finding the deepest point that's still within your realm of influence. Five Why Method - ANSWER Aids in identifying cause and effect Fishbone Diagram - ANSWER Used to depict the relationship between specific categories of process inputs and the undesirable output. Decision Analysis Matrix Tool - ANSWER Useful tool when deciding between multiple options. - possible solutions as rows, factors as columns, score each combo, weight score by relative importance, add scores up to give overall score for each option Brainstorming - ANSWER Designed to stimulate a chain reaction of ideas relating to a problem. Structured approach - ANSWER Soliciting one idea at a time from each member. Unstructured approach - ANSWER Free form - lets members callout ideas as they come to mind. Silent approach - ANSWER Have the team wrote ideas on small strips of paper, collect all papers, jot ideas for all to see. TIPO Model - ANSWER Trust, Information, Power, Options Power over - ANSWER Used to gain an advantage, such as pulling rank Power with - ANSWER Improves the opportunity for a mutually satisfying outcome for all involved. Position power - ANSWER Provides you the authority to make decisions, requests, and issue lawful orders based on your position. Coercive - ANSWER Deals with leaders perceived ability to provide sanctions, punishment, or consequences for not performing. Reward - ANSWER Deals with leaders perceived ability to provide rewards/incentives. Connection - ANSWER Power pertains to who you know. Can erode if used as primary source of influence. Legitamate - ANSWER Based on one's rank, position, or level of authority- only when legal, ethical, appropriate Referent (charismatic) power - ANSWER Affords the opportunity to encourage, motivate, and inspire others Information power - ANSWER Access to secure info, data systems, Leadership meetings, Briefings, gossip expert power - ANSWER Suggests that you gain power and the ability to influence through your education and job knowledge. How you share this information can improve or reduce trust. Framework - ANSWER Every negotiation involves a task and the interaction of two or more people/groups. Task Orientation - ANSWER the approach places more importance on reaching an outcome, solution, or resolution People Orientation - ANSWER centers on the relationship that exists between the individuals or groups involved. Comply Strategy - ANSWER Low interest in task orientation, high in people Evade Strategy - ANSWER Low in people, high in task Insist Strategy - ANSWER Low in people, high in task- use when obtaining objective is important. Settle Strategy - ANSWER Used when task and people orientation are similar or equal- use when there is little chance of getting what you want. Cooperative Negotiation Strategy - ANSWER -High interest in task+people -Trade position (what you want) for interests (why you want it) to find complementary differences/similarities that can help everyone move towards a common goal. 5-Step CNS Process - ANSWER 1. Positions 2. Interests 3. BATNA: Best Alt to a Negotiated Agreement 4. Brainstorming 5. Solution CNS depends on - ANSWER Open communication, active listening, and critical thinking. Negotiation Readiness - ANSWER defines as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than continue conflict - Are these issues negotiable? Am I willing to compromise? Do I want to resolve these issues equitably? Negotiation Ripeness - ANSWER Timing is critical to success of negotiations. Are all parties interested in negotiations? If not, why? Do all parties know their alternatives to a negotiated settlement? Aspiration Point - ANSWER The best each party hopes to get out of a negotiated agreement. distributive negotiation - ANSWER usually involves a single issue - a "fixed pie" - in which one person gains at the expense of another. Considered win/loose. Assumes resources are limited and conflict is unavoidable. Distributive Negotiation Examples - ANSWER Good cop/bad cop high ball/low ball exploding offer lying intimidation nibble snow job