1. Problem Solving/ Team Building
Methodology No. M10
August, 2000

2. Problem Solving – Team Building (PS/TB)
Objective:
To train Integration Teams to solve complex and difficult problems in a structured and openly interactive way.
To introduce a “culturally neutral” problem solving approach where all ideas are considered important in crafting the solution.
To build respect for the contribution of individuals and harness the power of the team to generate new and creative ideas.
The process requires a facilitator familiar with the PS/TB process, the problem owner, a clear problem statement and an understanding of the problem’s origin and background.

3. There are many “problem solving” models that teams can use to overcome barriers and build solutions.
PS/TB streamlines and combines the best elements of the various models available to teams
Concrete
Concept
Left Brain
Right Brain
Analytical
10-Step TQ
Imaginative
Synectics

4. Problem Solving/Decision Making: Common Elements
All sound problem solving models share the strategy of clarifying the nature of the problem before solving it.
Beginning (Background/ Selection)
Middle (Idea Generation/ Prioritization)
End (Develop Plan/ Strategy)
Definition
Event Analysis Output
Task Headline
Analysis
Decision Analysis
Explore Possibilities
Implementation
Action Planning
Select/Implement

5. The PS/TB Seven Step Process
PS/TB is a seven step process. The steps are a natural logic that begins with understanding the organics of the problem, then brain storms ideas, Next, the team (or client) down-selects the ideas to the best answers, determines and assigns responsibility to resolve issues, and finally agrees on an action plan. 1
Problem
Statement 3 4 5 6
Idea
Generation
Idea
Selection
Benefits/
Concerns
Analysis
Work
Critical
Concerns 2
Background 7
Action
Plan

6. What is “Problem Solve and Team Building” Process
Harnessing team-power, solving problems together, and agreeing on a plan forward
Structured approach to solving problems
Opportunity to build a high performing team
Iterative and participative process where the solution is greater than the sum of the ideas

7. Why “Problem Solve and Team Building” Is Important
Without STRUCTURE there can be unnecessary OBSTACLES to Problem Solving
Problem definition is vague
Group argues, goes off on tangents
People are unhappy with solutions
A lot of time is spent with nothing accomplished
There is no follow up or follow through on solutions

8. Positive Behaviors for PS/TB
General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone
Headlining: Paraphrase and restate comments to assure meaning, make clear and document
In/out listening: Our attention can drift off-subject. It’s OK to say, “I was out-listening, could you say that again.
Builds on ideas: Rather that discounting someone’s idea, build- it-out with additional thinking to improve the idea
"Process Points“ Post the process point for all to see… and reference them when things get out-of-process
How To: Concerns are best stated as, ‘How best to…”

9. Positive Behaviors for PS/TB
General Guidelines for PS/TB meeting behaviors. The theme to respect other’s ideas and actively involve everyone
I Wish I Knew: Ideas that may need further development are best stated as, I wish I knew…”
One Meeting: When side-meetings and interruptions occur, revisit the objectives of the meeting
No idea is a bad idea: Accept and respect all ideas brought forward by the team members.
No killer phrases: Deliberate and/or subtle attacks to an individual character or judgment are our of order
Participate actively: Be interested… and interesting. Be an active contributor, draw-out less active participants

10. Problem-Solving and Team-Building Process
The Seven Step Process
1. Headline the problem
2. Provide background
3. Generate ideas
4. Select ideas
5. Capture benefits & concerns
6. Work critical issues
7. Assign tasks and
plan activities
Headline
Back-
ground
Idea
Generation
Selection
Critical
Concerns
Benefits &
Action
Plan
PS/TB
Solve
problems
and get
Results

11. PS / TB Problem Statement
Headline the problem, task,
opportunity or challenge
Problem’s owner must present a concise and accurate statement
Problem’s client should ensure
the statement is action focused:
How To...
Who owns the
problem and
who has the
accountability
to fix it:
Headline

12. PS / TB Background Background Additional information and color
Clarification and definitions
Scope, restraints or limitations
What worked before
What didn’t work before
Understanding
the context of
the problem
and setting the
stage:
Background
Headline

13. PS / TB Idea Generation Idea Generation New thinking, new ideas
Quantity and quality
Sparking, triggering
Build upon other’s ideas
Spontaneous creativity
Harnessing the
strength of the
team. The whole is
greater than the
sum of the parts:
Idea
Generation
Headline
Back-
ground

14. PS / TB Idea Selection Client selects key ideas Group related ideas
Political, rational and emotional implications
Team collaborative down selection
Build toward an action plan
The client selects
or the team votes
to determine the
best ideas:
Idea
Selection
Idea
Generation
Headline
Back-
ground

15. PS / TB Benefits and Concerns
Capture benefits first
Capture concerns as “How-Best-To…”
Determine any
“killer” concerns
Assign concerns
to be worked
Benefits &
Concerns
Insurmountable
concerns must be
identified
Idea
Selection
Idea
Generation
Headline
Back-
ground

16. PS / TB Critical Concerns
If not perfect, look
for ideas that are
acceptable. Can we
resolve a component
of the problem?
Benefits &
Concerns
Idea
Selection
Would prevent successful
problem solution
Would prevent the client’s next steps
Idea
Generation
Headline
Back-
ground

17. PS / TB Action Plan PS/TB
Critical
Concerns
Adhere to effective meeting behaviors and appropriate project management protocols.
Action
Plan
Benefits &
Concerns
PS/TB
Idea
Selection
Idea
Generation
Map tasks for path forward
Assign tasks and set a timeline
Define deliverables
Headline
Back-
ground

18. Follow-up on assignments
PS / TB the Next Steps
Follow-up on assignments
Critical
Concerns
Action
Plan
Benefits &
Concerns
PS/TB
Idea
Selection
Idea
Generation
Solve problems and get results
Headline
Back-
ground

19. Good Meeting Behaviors... a closer look
Important Caveats:
Every idea is a good idea
How best to avoid rambling and side trips
How best to listen actively
How best to avoid “working” emerging issues
How best to welcome spontaneous creativity
How best to generate quantity before prioritizing for quality

20. Good Meeting Behaviors... a closer look
Important Caveats:
How best to conduct only one meeting…stay focused
How best to capture benefits before the concerns
How best to learn as we go
How best to build on other’s ideas
How best to self-police criticism and nonverbal messages
How best to state things in a positive way

21. Good Meeting Behaviors... a closer look
Important Caveats:
How best to avoid assumptions and hearsay
How best to offer constructive feedback
How best to distinguish intent from effect
How best to differentiate what you feel... from what you think
How best to avoid grandstanding
How best to have fun

22. Good Meeting Behaviors... a closer look
Important Caveats:
How best to launch no heat-seeking missiles
How best to headline your ideas
How best to Paraphrase for quick understanding
How best to Keep the time contract
How best to not look for the fatal flaw
How best to not work a hidden agenda