WOMEN IN HUMAN RESOURCES CONGRESS

7TH ANNUAL AFRICAN WOMEN IN ENGINEERING CONFERENCEPROBLEM-SOLVING

CHARLES COTTER

HILTON HOTEL, SANDTON

15 JULY 2016

www.slideshare.net/CharlesCotter

MINI-WORKSHOP OVERVIEW

Introduction

SESSION #1: Problem-solving process

SESSION #2: Conflict and Anger Management

Summary and Questions

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INTRODUCTORY ACTIVITY

1. How do you put a giraffe into your refrigerator?

2. How do you put an elephant into your refrigerator?

3. The Lion King is hosting an animal conference. All the animals attend - except one. Which animal does not attend?

4. There is a river you must cross but it is used by crocodiles and you do not have a boat. How do you manage it?

CORRECT ANSWERSQuestion 1: Open the refrigerator, put in the giraffe, and close the door. This question tests whether you tend to do simple things in an overly complicated way. Question 2: Did you say, Open the refrigerator, put in the elephant, and close the refrigerator? Wrong answer. Correct answer: Open the refrigerator, take out the giraffe, put in the elephant and close the door. This tests your ability to think through the repercussions of your previous actions.

CORRECT ANSWERSQuestion 3: The elephant. The elephant is in the refrigerator. You just put him in there.

This tests your memory.

Okay, even if you did not answer the first three questions correctly, you still have one more chance to show your true abilities.

Question 4: You jump into the river and swim across. Have you not been listening? All the crocodiles are attending the animal conference.

This tests whether you learn quickly from your mistakes.

CONSOLATION PRIZE

According to Anderson Consulting Worldwide, around 90% of the professionals tested got all questions wrong.

FUNDAMENTALS OF PROBLEM-SOLVINGDifferentiating between structured and unstructured problems

Engineering-related examples

What types of problems that keep Engineers awake at night?

What are the constraints to solving engineering problems?

CRITICAL SUCCESS FACTORS OF EFFECTIVE PROBLEM RESOLUTION

The right problem solving strategy

Whole brain thinking combination of left (rational) + right brain (creative) thinking

Sufficiency time, information and resources

Commitment and ownership (to the implementation of the solution)

WHOLE BRAINING THINKINGBlue Logical and Rational (upper left hemisphere)

Green Organized and Planned (lower left hemisphere)

Yellow Big Picture and Creative (upper right hemisphere)

Red Interpersonal feelings and Intuitive (lower right hemisphere)

WHOLE BRAIN PROBLEM-SOLVING PROCESSStep 1: Problem identification, analysis and definition

Step 2: Search for information and generate alternative solutions

Step 3: Evaluate alternative solutions

Step 4: Select the most appropriate solution

Step 5: Implement the appropriate solution

Step 6: Evaluate the effectiveness of the implemented solution

STEP 1: PROBLEM IDENTIFICATION, ANALYSIS AND DEFINITION

This means the search for facts which leads to the development of many explanations and symptoms of the problem

Ultimately results in the identification of the root causes i.e. source/origin of the problem as well as the extent of the problem

A useful technique to use during this step is the fishbone diagram

STEP 1: ANALYZE (BY MEANS OF FISHBONE DIAGRAM)

STEP 2: SEARCH FOR INFORMATION & GENERATE ALTERNATIVE SOLUTIONS

This step entails the gathering of problem-related information and other variables that may have a bearing on the identified problem, in order to make an informed decision.

At this step, it is important for team leaders to identify decision criteria that will assist in the making of an objective decision

The decision maker will have to find alternatives that could resolve the problem and these alternatives will have to be relevant to the problem-solving process.

Typically team leaders may use a variety of idea/solution generating techniques and problem solving methods e.g. Brainstorming.

DE BONOS SIX THINKING HATS

STEP 3: EVALUATE ALTERNATIVE SOLUTIONS

Team leaders must critically analyze each alternative solution, appraising each against the criteria identified in step 2.

The comparisons will reveal the relative strengths and weaknesses of each alternative and it will highlight the best alternative that can maintain the most significant needs of the criteria.

A useful technique that team leaders can use during the evaluation of ideas/solutions is the decision matrix.

STEP 3: EVALUATE (BY MEANS OF DECISION MATRIX)

STEP 4: SELECT THE MOST APPROPRIATE SOLUTION

Once the team leader has analyzed the alternatives, the next step is to choose the best alternative.

Making an informed and objective decision.

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STEP 5: IMPLEMENT THE APPROPRIATE SOLUTION

The team leader then puts the decision into action using the chosen alternative accordingly.

Develops an implementation plan 4 Ws + H.

STEP 5: IMPLEMENT (BY MEANS OF ACTION PLAN)

STEP 6: EVALUATE THE EFFECTIVENESS OF THE IMPLEMENTED SOLUTION

The team leader monitors and evaluates the outcomes of the decision, to see if the problem had been resolved.

They determine whether the decision was best, and if not s/he would need to assess what went wrong.

Taking remedial/corrective action (if required)

LEARNING ACTIVITY Apply the first 4 steps of the Whole Brain, Problem-solving process to an identified, engineering (unstructured) problem.

7TH ANNUAL AFRICAN WOMEN IN ENGINEERING CONFERENCECONFLICT & ANGER MANAGEMENT

CHARLES COTTER

HILTON HOTEL

15 JULY 2016

www.slideshare.net/CharlesCotter

THE FUNDAMENTALS OF CONFLICT MANAGEMENTDefining conflict

Differentiating between functional and dysfunctional conflict

Identifying the causes/sources of conflict

Indicators/warning signals of conflict

FUNCTIONAL AND DYSFUNCTIONAL CONFLICTFunctional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment.

Functional conflict contributes to the achievement of organizational goals and enhances relationship-building.

Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected.

Dysfunctional conflict is detrimental to relationships within the team and team performance.

CAUSES/SOURCES OF CONFLICTIntra-personal

Interpersonal

Intra-group

Inter-group

INDICATORS/WARNING SIGNS OF CONFLICTSigns of conflict between individuals

Signs of conflict between groups of people

OPTIMAL LEVELS OF CONFLICT

ADVANTAGES OF OPTIMAL LEVELS OF CONFLICTCo-operation from team members

Improved performance and productivity

Reduced stress and preserved integrity

Solve problems as quickly as possible

Improved relationships and teamwork

Enhanced creativity

Increased staff morale

CONFLICT RESOLUTION STYLES

Shark (Competing)

Turtle (Avoiding)

Fox (Compromising)

Teddy-bear (Accommodating)

Owl (Collaborating)

CONFLICT RESOLUTION STYLES

SHARK CHARACTERISTICSSharks use a forcing or competing conflict management style

Sharks are highly goal-oriented

Relationships take on a lower priority

Sharks do not hesitate to use aggressive behaviour to resolve conflicts

Sharks can be autocratic, authoritative, and uncooperative; threatening and intimidating

Sharks have a need to win; therefore others must lose, creating win-lose situations

Advantage: If the shark's decision is correct, a better decision without compromise can result

Disadvantage: May breed hostility and resentment toward the person using it

TURTLE CHARACTERISTICSTurtles adopt an avoiding or withdrawing conflict management style

Turtles would rather hide and ignore conflict than resolve it; this leads them uncooperative and unassertive

Turtles tend to give up personal goals and display passive behaviour creating lose-lose situations

Advantage: may help to maintain relationships that would be hurt by conflict resolution

Disadvantage: Conflicts remain unresolved, overuse of the style leads to others walking over them

FOX CHARACTERISTICSFoxes use a compromising conflict management style; concern is for goals and relationships

Foxes are willing to sacrifice some of their goals while persuading others to give up part of theirs

Compromise is assertive and cooperative-result is either win-lose or lose-lose

Advantage: relationships are maintained and conflicts are removed

Disadvantage: compromise may create less than ideal outcome and game playing can result

TEDDY-BEAR CHARACTERISTICS

Teddy bears use a smoothing or accommodating conflict management style with emphasis on human relationships

Teddy bears ignore their own goals and resolve conflict by giving into others; unassertive and cooperative creating a win-lose (bear is loser) situation

Advantage: Accommodating maintains relationships

Disadvantage: Giving in may not be productive, bear may be taken advantage of

OWL CHARACTERISTICSOwls use a collaborating or problem confronting conflict management style valuing their goals and relationships

Owls view conflicts as problems to be solved finding solutions agreeable to all sides (win-win)

Advantage: both sides get what they want and negative feelings eliminated

Disadvantage: takes a great deal of time and effort

THE 4-STEP CONFLICT RESOLUTION PROCESS THERAPEUTIC MODEL

Step 1: Identify sources of potential and actual conflict (DIAGNOSIS)

Step 2: Develop conflict resolution strategies/techniques (EXAMINATION)

Step 3: Apply conflict resolution strategies/techniques (REMEDY)

Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)

STEP 1: DIAGNOSISIdentify the sources/causes of conflict:

Intra-personalInterpersonalIntra-group or Inter-group

The best approach to manage conflict effectively is to be proactive.

STEP 2: EXAMINATION

Develop conflict resolution strategies/techniques:

Shark (Competing)Turtle (Avoiding)Fox (Compromising)Teddy-bear (Accommodating)Owl (Collaborating)

There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict.

The golden rule is that managers should take prompt action in resolving conflict.

By failing to act, it may result in the conflict escalating beyond control and spreading like a cancer negatively affecting team performance and relationships.

STEP 3: REMEDY Apply conflict resolution strategies/techniques

The key is to match strategies to situations

Influential considerations:

Time pressure Issue importance Relationship importance Relative power

STEP 4: FOLLOW-UPManagers will need to confirm whether this technique has adequately resolved the conflict.

In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies:

Mediation

Counseling

Organizational development (OD) interventions

CONFLICT MANAGEMENT GUIDING PRINCIPLES TIPS AND TECHNIQUES

ANGER MANAGEMENTTo effectively defuse anger, keep in mind the needs of the angry speaker:

To vent. To get the listener's attention. To be heard. To be understood.

ANGER MANAGEMENTWhen you're listening to an angry person, apply the following constructive behaviour:

Be attentive and patient. Be sincere. Be calm.

LEARNING ACTIVITY Apply the 4-step, Conflict Resolution process to an identified, conflict situation in the engineering field.

CONCLUSION

Key points

Summary

Questions

CONTACT DETAILSCharles Cotter

(+27) 84 562 9446

charlescot@polka.co.za

LinkedIn

Twitter: Charles_Cotter

http://www.slideshare.net/CharlesCotter