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LDR-203S Collaborative Problem Solving
- Metacognition: "Thinking about thinking" or the ability to evaluate a cognitive task to determine how best to accomplish it, and then to monitor and adjust one's performance on that task
- metacognition examples: - summon your prior knowledge -think aloud
- ask yourself questions "what is confusing about this topi" -use writing -organize your thoughts -take notes from memory as you're reading (engages recall) -review your exams and analyze why you missed something -take a timeout -test yourself
- Systems of thinking: S1 - reactive thinking S2- reflective thinking
- System 1 thinking (S1): System 1 thinking is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments.
- System 2 thinking (S2): System 2 thinking, or reflective thinking, is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. Argument making is often part of the deliberation process when making System 2 thinking decisions
- analytical thinking: When you think analytically, you are examining
Sequence of Events Examples 5 W's: Who, What, When, Where, Why Analytical thinking is time consuming and requires attention to detail. During times of quick reaction or with time sensitive issues, it is not recommended to use analytical thinking to solve a problem. As an NCO and leader, it is essential to know when to consider taking your time to solve the problem or when to make the call when an issue is time sensitive.
- adaptive thinking: Adaptive thinking refers to the cognitive behavior one demon- strates when confronted by unanticipated circumstances during the execution of a planned activity (e.g. military operations, emergencies). Developing
adaptive thinking does not occur in controlled, predictable, or calm reflective environments. Rather, it occurs in complex, challenging, and often stressful situations and requires deliberate practice and repetition. Deliberate practice differs from simply exercising a skill or ability since it involves the following: Repetition focused feedback immediacy focus on weaknesses
- Repetition: Task performance occurs repetitively rather than at its naturally oc- curring frequency. A goal of deliberate practice is to develop habits that operate expertly and automatically. If appropriate situations occur relatively infrequently or are widely spaced apart while
the team is building on the past and only looking for small changes to what is current- ly being done. These innovations are lower-impact improvements or adaptations of an organization's existing products, services, programs, or processes. The strategy for Efficiency Innovation is usually to cut costs, reduce cycle time, improve quality, offset a competitor's move, or attract new customers. Typically, only small gains are realized.
- evolutionary innovation: This type of innovation focuses on identifying ideas that represent something "distinctly new and improved." An example of an Evolution- ary Innovation is the introduction of automatic banking machines that transformed the way banks viewed their staffing needs and shifted banking from set hours to banking at any hour. Evolutionary Innovation requires the team to look more broadly than cost-savings initiatives and see the "bigger picture" of what is really needed in the organization. Instead of duplicating what already exists,
the team must look for new ways to bring value to the organization and its customers through new and improved products, services, and processes which can change the way customers relate to the organi- zation or the way work is processed within the organization.
- revolutionary innovation: This type of innovation focuses on radically new and better ideas that may dismantle the existing structure of the organization. For example, McDonald's fast-food approach changed the restaurant business. Disney's unique characters and interactive theme parks changed the entertainment business. MP3 technology revolutionized the music sales industry.
- Cynefin Framework: simple domain complicated domain complex domain chaotic
This is the domain of "known unknowns" (there are things you know you don't know). Leaders in the complicated domain must sense (figure out what's going on), analyze (examine the facts), and respond. This approach is not easy and often requires expertise to analyze the situation. An example of a complicated problem could be your car has a knocking noise coming from the engine (sense). You don't know what's causing the noise so you take it to a few mechanics to get expert advice (analyze). Each mechanic can tell you a different way to fix the noise, all of which are viable solutions. So you decide to go with the cheapest solution (respond). Known unknowns
Sense, Analyze, Respond
- complex domain: In the complex domain, the cause and effect relationship is so intertwined that things only make sense in hindsight...after the situation has occurred and maybe even worked itself out. Right answers can't be flushed out initially...they aren't readily available. It's like the difference between, say, a car and the Brazilian rainforest. Cars are complicated machines, but an expert mechanic can take one apart and reassemble it without changing a thing. The car is static, and the whole is the sum of its parts. The rainforest, on the other hand, is a complex environment...al- ways in constant flux — a species becomes extinct, weather patterns change, an agricultural project reroutes a water source — and the whole is far more than the sum of its parts. This is the domain of "unknown unknowns" (you don't know what you don't know).
Here, a leader's immediate job is not to discover patterns but to 'stop the bleed- ing'...stabilize the environment. A leader must first act to establish order, then sense figuring out where stability is and where it's not, and then respond by working to change the situation from a chaotic one to a complex one, where the identification of emerging patterns can both help prevent future crises and discern new opportunities (see the complex domain). Communication is mostly directive in nature; there's simply no time to ask for input. Unknowable Possibly no right answers High anxiety and tension Look for what works instead of the "right" answer Take immediate action to reestablish
order act, sense, respond
- 4 common steps in effective problem solving: -Define the problem; create a problem statement -Generate alternative solutions; come up with possible ways to solve a problem -Select an effective solution; pick a solution that will solve the problem effectively -Implement solution and monitor; apply the solution selected and watch to see if it solves the problem
- problem framing: the process of describing and interpreting a stated problem to arrive at a problem statement
any idea until the brainstorming session is complete. Encourage Freewheeling - The second rule of brainstorming is to encourage the freewheeling of ideas. This enables all individuals to make a contribution. Once ideas begin flowing, the leader allows the group to continue deliberating with little or no guidance. Remember, you aren't judging ideas at this phase of the brainstorming session. Aim for Quantity, Not Quality - Once ideas are flowing, write down the input of each participant and aim for quantity, not quality. Some ideas might appear silly; however, thoughtful consideration toward others' ideas will more than likely result in information that can be applied to current and future situations. Hitchhike (i.e., piggyback) Ideas - The last rule in brainstorming allows an idea to piggyback or hitchhike on another idea. In a brainstorming
session, one member of the group suggests an idea. This idea triggers a thought in the mind of another and the process continues until you have a series of ideas prompted by one original thought or idea.
- Brainstorming Session Techniques: Structured Approach - This approach means soliciting one idea at a time from each person on the team. Participants in the brainstorming session should refrain from commenting until the person facilitating the forum extends the opportunity. If the participants don't have a comment to share, they should say, "Pass." The session ends when everyone says, "Pass." Unstructured Approach (i.e., also called free-form brainstorming) - The unstructured approach allows team members to call out ideas as they come to mind. No one takes turns and the session ends when the team feels it has exhausted all ideas.
cycle time, improve the quality of replacement parts, improve the aircraft design, or improve the aircraft design process? Clearly, each step becomes increasingly difficult, but each step also has a greater impact in preventing the recurrence of the problem. Root Cause Analysis is a tradeoff between digging as deeply as possible and finding the deepest point that's still within your sphere of influence. There are several tools that can assist you with determining the "true" root cause. Take a look at two specific tools.
- the five why method: aids in determining the cause-effect relationships in a problem or a failure event." The Five-Why Method has proven very useful when the real cause of a problem is layered in ambiguity and/or the issue is unclear. This particular method is, by far, one of the simplest investigative tools to use without requiring the employment of a statistical analysis approach. By repeatedly asking the
question 'Why?' we're able to peel away the more obvious layers of an issue (i.e., the symptoms), thus revealing the true root cause. -Why does a problem exist? -Why should we build versus modify or eradicate the existing problem? -Why, in measurable terms, are the preventive strategies or newly developed solu- tions operable or inoperable? -Why are we postured for continuous favorable returns? -Why aren't we positioned for mission effectiveness in the future?
- fish bone diagram: Fish Bone Diagram (i.e., cause and effect diagram) is a diagram used to depict the relationship between specific categories of process inputs and the undesirable output. This technique aids in
