Decisive

Leadership
STEP In Pre Workshop Reading & Preparation

Leadership Development
Step-In Programme: Decisive Leadership
Pre Workshop Reading, Questionnaire and Preparation
How Good Is Your Problem Solving?
Good problem solving skills are fundamentally important if you are going to be successful in your
career. But problems are something that we do not particularly like.
They are time consuming! They highjack our already packed plans. They force us to think about an
uncertain future. They never seem to go away!
That’s why, when faced with problems, most of us try to eliminate them as quickly as possible. Often
we will chose the easiest or most obvious solution, and then discover that we have entirely missed a
much better solution! Or, have you found yourself fixing just the symptoms of the problem, only then
to find the situation gets much worse.
To be an effective problem solver, you need to be systematic and logical in your approach.
The following quiz will help you to assess your current approach to problem solving. By improving
this, you will make better overall decisions. And, as you increase your confidence with solving
problems, you will be less likely to rush to the first solution, which may not necessarily be the best
one.
Instructions for completing this short quiz: (courtesy of Mindtools.com)
For each statement, please tick the box that best describes you. Please answer the questions as you
actually are, rather than how you think you should be. Don’t worry if some questions seem to score in
the wrong direction.

16 Statements to Answer Not at Rarely Some- Often Very

all times Often
Once I choose a solution, I develop an X
1. implementation plan, with the sequence
of events necessary for completion
After a solution has been implemented, I X
2. immediately look for ways to improve the
idea and avoid future problems
To avoid asking the wrong questions, I X
3. take care to define each problem carefully
before trying to solve it
I strive to look at problems from different X
4. perspectives and generate multiple
solutions
I try to address the political issues and X
5. other consequences of the change I’m
proposing so that others will understand
and support my solution
6. I evaluate potential solutions carefully and X
thoroughly against a predefined standard
Not at Rarely Some- Often Very
all times Often
I systematically search for issues that may X
7. become problems in the future
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When I decide on a solution, I make it X

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8. happen, no matter what opposition I may

face
I find that small problems often become X
9 much bigger in scope, and thus difficult to
solve
I ask myself lots of different questions X
10 about the nature of the problem
.
After my solution is implemented, I relax X
11 and focus again on my regular duties
.
I focus on current operations running X
12 smoothly and hope that problems don’t
. appear
I evaluate potential solutions as I think of X
13 them
.
When I need to find a solution to a X
14 problem, I usually have all the information
. I need to solve it
When evaluating solutions, I take time to X
15 think about how I should choose between
. options
Making decisions is the end of my X
16 problem solving process
.

Having ticked the relevant box that best describes your response to each of these statements, please
now look at which statements relate to the different steps in the problem solving process, and your
typical response within that step.

Step 1: Find the problem (Questions 7 & 12)

Some problems are obvious, but some are not so easily identified. As part of an effective problem
solving process you need to look actively for problems, even when things seem to be going well.
Proactive problem solving helps you to avoid emergencies and allows you to be calm and in control

What have will you do differently in relation to this step?

I feel first it is important to define what a problem could be. For example if you suspect
something is not right but it doesn’t effect the company is it really a problem.

When i decide what I think are problems then I will list them in order. So I will be able to deal
with them in order of importance.

See if this has been a problem in the past and how was it dealt with them.

Finally define a way that this problem can be solved in the future or to even stop it happening at
all.
Step 2: Find the facts (Questions 10 & 14)
After identifying a potential problem, you need information. What factors contribute to the problem?
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Who is involved with it? What solutions have been tried before? What do others think about the
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problem?
If you move forward to find a solution too quickly, you risk relying on imperfect information that’s
based on assumptions and limited perspectives, so make sure that you research the problem
thoroughly.

What will you do differently in relation to this step?

I would ask the staff what they thought about the problem and how to solve it.

I would ask other mangers to see if they had come across the same problem and what they had
done about it

I would try and generate a series of solutions and not just go with the first one as this might not
be the best.

Step 3: Define the Problem (Questions 3 & 9)

Now that you understand the problem, define it clearly and completely. Writing a clear problem
definition forces you to establish specific boundaries for the problem. This keeps the scope from
growing too large and will help you to stay focused on the main issues. Some Cause & Effect
Analysis is a useful way of thinking about the many different factors that can contribute to a problem.

What will you do differently in relation to this step?

I will see what lead the problem in the first place in order to see if I have understood the
problem properly.

I will also try to look forward to see how the solution will work. In this way I will have an idea if
the solution is really a solution.

In order to stop the problem getting bigger look at any side problems that might be developing.

Step 4: Find ideas (Questions 4 & 13)

With a clear problem definition, you can start generating ideas for a solution. The key is to be flexible
in the way you approach the problem. You want to be able to see it from as many perspectives as
possible. Brainstorming can be useful here. The more time you take to generate a range of creative
solutions to the problem, the more likely you are to find the best solution to the problem. Where
appropriate, involve people with a range of viewpoints to expand the volume of ideas generated.
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What will you do differently in relation to this step?

When brainstorming you need to focus on quantity not quality because in this case you need as
many ideas as possible.

With brainstorming you must holdback on criticism because this might stop other people coming
up with ideas. Also discussion about bad ideas might lead to good ideas.
Step 5: Select & Evaluate (Questions 6 & 15)
After finding ideas, you will have many options that will need to be evaluated. It is tempting at this
stage to rush in and start discussing ideas immediately. However, if you do this without first having
discussed the criteria for a good solution, you risk rejecting an alternative that has real potential.

What will you do differently in relation to this step?

Try to workshop the different ideas to see how they might turn out in real life. This would test
out ideas without them being a risk to the residents or the business. Also this would help staff to
feel valued because they will feel their ideas are at least being considered. This in turn will
promote the staff to keep chipping in with ideas.

Step 6: Plan (Questions 1 & 16)

You might think that choosing a solution is the end of the problem solving process. It is actually the
start of the next phase – the implementation phase, which involves lots of planning and preparation.
If a Risk Analysis wasn’t developed as part of the select and evaluate stage, it should be developed
now. It is important to know what to be prepared for as you begin to roll out your proposed solution.

What will you do differently in relation to this step?

In relation to risk analysis it should give you an overview of the problem you are trying to solve.

You need to see what could cause the problem or in other words the hazard. By identifying the
hazard you can try to reduce it or even eliminate it. This will me being how likely the hazard will
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cause disruption this is the risk. The risk once identified can be reduced or eliminated.
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I would need to record my findings in the form of a risk assessment. This risk assessment can
then be seen my other members of staff you can avoid the problem or at least be aware of it. Its
important to keep reviewing risk assessments to make sure they are up to date with any
changing circumstances.

By using risk assessments properly i can try to resolve problems before they get out of control.
Step 7: Sell the idea (Questions 5 & 8)
As part of the planning process, you must convince other stakeholders that your solution is the best
one. You may well meet with resistance, so make sure you have considered all the consequences. As
you begin communicating your plan, listen to what people say, and make changes as necessary. The
better the overall solution meets everyone’s needs, the greater the positive impact will be!

What will you do differently in relation to this step?

When speaking to stakeholders about a plan try to keep the end objective simple and try not to
have to many end goals. This can cause the plan to become to diluted and stakeholders will lose
interest. Keep the head lines of the plan simple for “example invest infrastructure “ this people
will remember. Again in a simple way clarify how you are going to achieve your headline goals
and make sure their is a measurable way to show that the goals are being achieved and in
progress. I would make sure the stakeholders know why the priorities are what they are and why
it would be beneficial for them to be invested in them.

Step 8: Act (Questions 2 & 11)

Finally, once you have convinced your key stakeholders that your proposed solution is worth
implementing, you can move into the implementation stage! (But remember to monitor how it is all
going!)

What will you do differently in relation to this step?

To implement a proposal I would first decide where my resources are going to be best spent. I
will set out clear goals for the team who are going implement the plan and delegate roles for
people and groups. Start delegating the work and then monitor the progress and the quality of
the work. If something is going wrong then fix it straight away don’t think it will fix itself. Tell
everyone when the project is finished and give feedback on the work done and debrief in order
to learn for the future.
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Notes during Breakout Room Activity:

Creative Problem Solving Mind-sets:

1. The Curious Explorer identifies the problems that need solving. These could be connected to your
team’s performance, process issues, occupancy, customer satisfaction, etc.
As an explorer you will need to think about the following questions:
• What is the problem?
• What is currently happening?
• How is this being measured?

2. The Detective carefully analyses the problem to determine the root causes, asking questions -
Who? What? Where? When? Why? They are not looking for solutions. They are looking to
understand what is causing the problem. Once you have the root cause or causes, define the problem,
in a problem definition statement.
A problem definition statement is a clear concise description of the issue(s) that need(s) to be
addressed. It is used to align and focus your thoughts at the beginning, keeps you on track as you later
consider solutions and is finally used to validate that the actions delivered an outcome that solves the
problem.
A good problem definition statement should answer these questions:
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• What does good look like?

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• What is the problem?

• Who has the problem or who is the customer?
• What is causing the problem?
• What is the impact on the business/customer?

3. The Artist is creative, brainstorming a list of potential solutions based on identified root causes. At
this stage, it’s about the quantity of ideas not quality of solutions. Allow free thinking and off the wall
solutions. If anything was possible what would the solution look like? Don’t try to consider if it will
work or not, this will interfere with your creative thinking.

4. The Engineer refines the ideas and makes ‘off the wall’ ideas more practical. Combine your
solutions wherever possible and be creative as well as practical, positive and non-dismissive. The aim
is to make a shortlist of possible solutions.

5. The Judge is logical, factual, and analytical; considering how to evaluate the potential success of
the proposed solutions. Comparing each of the proposed solutions to the current situation - is the
solution going to improve the situation and will the improvement justify the effort of implementing
the solution?

6. The Producer focuses on making it happen. Creating the plan to lead and implement change;
identifying any sources of resistance, getting buy-in, and planning how you will review its success.

Rational Problem Solving Model:

Although described as a rational

Verify problem
has been
Define the approach to problem solving, the
problem
resolved steps are similar to those highlighted
within creative problem solving
mind-sets.
Monitor Look at potential
implementation causes
The stages should lead to the same
outcome…..the making of a
Identify
decision.
Plan the
implementation alternative
approaches

Select an
approach to
resolve the
problem

Define the problem

Ask questions such as:
o What can you see that makes you think there is a problem
o Where is it happening
o How is it happening
o When is it happening
Write down a specific description of the problem after asking these questions
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Look at potential causes:

It’s amazing how much you don’t know about what you don’t know, therefore it is important to get
input from other people who notice the problem and who are impacted by it

Identify alternative approaches to resolve the problem:

Brainstorming is a process that could help to generate ideas. (Bite-size)

Select an approach to resolve the problem:

Consider all the possible approaches and the various ideas generated, and select the most appropriate.
(Make a decision)

Plan the implementation of the best alternative.

This will become your action plan

Monitor implementation of the plan

Verify if the problem has been resolved or not (Evaluate effectiveness)
The major advantage to this approach is that it gives a strong sense of order in what could be a chaotic
situation and gives a frame of reference
The major disadvantage is it can take a long time to finish
Some Root Cause Analysis Models
It's important to note that root cause analysis in itself will not produce any results; it must be made
part of a larger problem-solving effort for quality improvement.

1-2-4-All
Is a great way of involving others in the process and works well in a group meeting. Everyone is
given the chance to speak. Typically, the facilitator will ask a starting question, like, “What
opportunities for moving forward do YOU see?” Then the discussions happen following a clear
structure:
• 1 minute alone,
• 2 minutes in pairs,
• 4 minutes in foursomes, and
• 5 minutes for the whole group.
This is a very effective way to allow everyone to do what they do best: think by themselves (for
introverts) and share (for extroverts).

Sticky Notes and Whiteboards

Old-school tools are a great way to involve everyone on the team and to make sure you get a full
understanding of the issues you are working on. When you write something by hand—on a
whiteboard, or on a sticky note—your brain processes it differently than if you present the same
information electronically. And, importantly, in a team environment, a sticky note helps remove the
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idea from the person who came up with it, so the team can argue (or agree with) the idea, not the
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person.
Sticky notes are ideal for brainstorming and for visualizing complex issues.

The 5 Whys:
The ‘5 Whys’ is a simple problem solving technique that helps you to get to the root of the problem
quickly. Its strategy involves looking at any problem and asking ‘Why?’ and ‘What has caused this
problem?’
Very often, the answer to the first ‘why’ will prompt another ‘why’ and the answer to the second
‘why’ will prompt another, and so on. Hence the name ‘5 Whys Strategy’.
Its benefits include helping you to quickly determine the root cause of the problem, and it is simple
and easy to learn and apply.
When you are looking at to solve a problem, start at the end result and work backward toward the root
cause, continually asking ‘Why?’ Writing the problem down will help the team to focus on the same
problem. The use of brain storming techniques to answer why the problem is occurring will generate
answers which should also be written down. If the answer doesn’t identify the source of the problem,
ask ‘why?’ once more, and again, write the answer down. This may take fewer or more that 5 whys to
get to the root cause.
Once you have identified the root cause, you need to create a solution.

Cause & Effect:

Or Fishbone diagram (so called because it looks a bit like a fishbone!).
Often used to solve problems or create positive outcomes.
Step 1: Define the problem and put in the central arrow head.
Step 2: work out the major factors involved and record each as a line coming off the arrow spine.
Step 3. Identify possible causes for each of the factors and record on the lines coming off the factor
line. (You can also go a step further and breakdown each cause into sub causes.)
Step 4: Analyse the diagram and generate actions to overcome problem or achieve positive outcome
Remember, you can use this diagram/method to solve a problem and explore what is required to
create a positive outcome.
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Case Studies: (You will work on one of these case studies in the workshop.)

Case Study 1:

Please identify the root cause of this problem: A resident fell and was injured during a transfer
from her wheelchair to the toilet, whilst being assisted by an agency carer.

The root cause of this problem appears to be at first sight that the resident is being assisted by
an agency carer. This being said from such little information it can be hard to tell.

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Case Study 2:

Please identify the root cause of this problem: Lunch was cold when served to residents in the
dining room of Willow View Unit. This is the 4th day in a row this has happened.

The problem with the food not being the right temperature being left unfixed.

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Case Study 3:

Please identify the root cause of this problem: Care staff turnover has increased by 40% in
Sleepy Hollow Care Home despite recruitment having increased by 50%.

The root cause of problem here is yet again hard to tell but it involves not being able to retain
staff despite being a great home at attracting staff.

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Other decision making theories/models:

Another useful model when it comes to decision making is the Zig Zag (or ‘Z’) model, which is
based on MBTI theory, and using the 4 functions: sensing, Intuition, thinking and feeling.
Although each of us will have a preference for either sensing or Intuition (detail or big picture) and
Thinking or Feeling (logic or impact on others), we need to use all of these functions when it comes to
making good decisions.
So starting with S and the facts, move to N and the possibilities/options
Then move to T and work out the pros and cons of each of the possibilities
And then move to F, and consider the impact on people ……..before reaching you final decision!
If we only use our preferred functions for example: Sensing (detail) and Thinking (logic) we might
miss out on a completely new way or possibility (bigger picture) and every decision we make will
usually have an impact on someone (people).
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And continuing with the Zig Zag (or ‘Z’) model, but this time using the MBTI ‘attitudes’ of
Introversion, Extraversion, Judging and perceiving, consider the following:
 Introversion- What do I know that can help me to make this decision?
(Energy from inner world)
 Extraversion- Who do I know who can help me make this decision?
(Energy from external world)
 Perceiving – What might emerge if I remain open?
(Not rushing to closure too quickly)
 Judging – How can I plan for contingencies?
(Let’s be organised, make a plan and move on)

If we only use our preferred attitudes for example Introversion and Perception, we may not think
about planning for contingencies.
Contingency Planning:
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Some questions to think about:
• Who is responsible for writing, maintaining and checking the plan?
• What kind of problems could impact on your service
• How can you reduce the risk? What will you do if the problem still occurs?
• How will you put in place the actions you have decided on
• How will you regularly review the plan and keep it up to date
• How will you embed the plan?

Continuous Improvement:

A continuous improvement strategy is any policy or process within a workplace that helps keep the
focus on improving the way things are done on a regular basis.

NB: at the core is Quality

Root Cause analysis is also an integral part of continuous improvement. It's important to remember
that Root Cause analysis in itself will not produce any results; it must be made part of a larger
problem-solving effort for quality improvement.
This could be through regular incremental improvements (Marginal Gains) or by focusing on
achieving larger ‘process’ improvements.

Taking good baseline measurements and taking ongoing measurements will help to identify the
effectiveness of efforts being made.
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Perhaps a simpler way of describing continuous improvement process is:
Plan – Do – Check – Act
Plan:
In the planning phase teams measure current standards and come up with ideas for improvements and
how these could be implemented
Set objectives and make a plan of action.
Do:
Implement the plan that has been created, including changing any processes and providing the
necessary training in creating awareness.
The addition of controls can mitigate potential problems.
Check:
Taking new measurements to compare with initial measurements is important. These should be
analysed and any corrective actions taken to ensure the desired results are achieved.
Act:
All the data from the change is analysed, to determine whether the change will become permanent, or
whether further adjustments are needed.

Stakeholder Engagement & Influence:

As part of your preparation for the Breakout Room Discussion activity on stakeholder engagement,
please fill in the table below, answering the following questions:

 Who are your stakeholders? (column 1)

 Rate current relationship (column 2)
 What and how do you need to communicate? (column 3)

Rate current relationship: How and what do you need to

Stakeholder: Poor/Needs work/ Good/ Very communicate?
Good

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Notes to support Breakout Room discussion:

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Influencing:
Influencing is the confidence and willingness to use all of your skills to make things happen, and get
buy in for your ideas, projects and goals. Another very important thought is to ‘identify what their
view is’. Often we only try to influence from our point of view. Increase your understanding of what
the situation looks like from their perspective, and what is important to them. Also:
1. Listen without interruption: Listening well is all about your state of mind when you listen.
You are present. You pay attention to what the other person is saying, not to what you want to
say. In fact, paraphrasing or saying ‘I heard you say…..’ really shows you are listening. This
demonstrates that you care enough to want to understand. Being listened to is rare enough that
doing so will genuinely raise your influence with the person you are listening to.
2. Act with integrity: (links into one of our BHC values). When you act with integrity, it
means you bring yourself with you, wherever you are, at work, at home, in the supermarket
checkout queue. You recognise that what you do has an impact on those around you. (Also
this is one of our BHC values)
3. Do what you say you are going to do: (Links in with our BHC value of responsibility) If
your goal is to get others to count on you, honour your commitments. When others feel that
you are dependable, you become a reliable person. (Sits within responsibility, another of our
BHC values)
4. Give others a voice: As much as you might like to share your ideas, pause and ask someone
else to introduce or share a suggestion, Making sure those around you are heard and
understood gives them freedom to say what they want to say, means you are empowering
them. (Another BHC value!!) They will feel included in the process.
5. Take care of yourself: This may seem an odd step, but checking in with yourself and pausing
for reflection and feeling supported, will mean that you are more likely to be aware of the
needs of those around you. (That helps to build relationships.)
6. Stay focused on what matters: Removing yourself from minor issues and competition sets
you apart as a person of influence. You are more interested in knowing what makes others
tick so they can perform more effectively. You direct strategic steps that will take your team
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to the next level, and do your work in a manner that demonstrates exceptional standards. (I
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would also link this in with our value – responsibility)

7. Engage with others: Relate to them in an authentic and meaningful way. Know the names of
those you work with at every level, and find ways to bring out the best in them. Tackle
obstacles as a group and celebrate wins together. Be transparent enough that those around
you feel as if they know you too (again really important when building relationships). Your
team will want to feel that you need & value their support.

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