Presentation Skills: 30 Minute Webinar Series

Problem Solving from the Front of the Room or

Head of the Table

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What We’ll Cover in 30 Minutes

Using Problem Solving Terminology to your Advantage

5 Step Process for Problem Solving from the Front of the Room

Process for Solving Problems from the Head of the Table

Polling Question #1

I’m asked to problem solve on a regular basis in my work

True

False

Terminology of Problem Solving

Purpose is what we want to do or what we want to be

Terminology of Problem Solving

Situation is what the circumstances of the problem are in the context of the explanation given.

Terminology of Problem Solving

Problem is some portion or portions of a situation, which reflects an outcome that is something we do not want to do or do not want to be.

Terminology of Problem Solving

Cause is what brings about a problem. Without distinguishing causes from problems, “Problem Solving” cannot be specific.

Terminology of Problem Solving

There are some causes that are Solvable and some that are not. If we try to solve

unsolvable causes, we waste time.

Terminology of Problem Solving

Issue is the opposite expression of a problem. If a problem is that we do not have money, the issue is that we need to get more money.

Terminology of Problem Solving

Solution is a specific action to solve a problem, which is equal to a specific action to realize an issue. Break down issues into more specific actions.

Using the Terminology to Problem Solve

Use these terms to your advantage by identifying (categorizing) what is being said to you. Are you being presented with a problem; an issue or even a complaint that really isn’t a problem? This where your “active” listening skills will come in handy. Follow the advice of “Seeking First to Understand”, while honoring your time commitments to yourself and others.

Problem Solving from the Front of the Room

Step #1: Identify the Specific Problem and Create a One-Sentence  Description: If your problem statement is too vague, then you will likely struggle with trying to come up with valid solutions.

Step #2: What are the Possible Causes

A common error at this point in the process is to jump right into looking for solutions to the problem before trying to identify the root causes of the problem.

Step #3: What are the Possible Solutions

Once the root causes are uncovered, solutions could start popping like popcorn. When other members of the meeting get involved and you will have a number of solutions.

Step #4: What's the Best Possible Solution

In this step, you'll want to weigh the pros and cons of each solution to determine what is the best plan of action based on what we know.

Step #5: Create an Implementation Plan

Ask the audience to consider things that they can do differently. Encourage him/her to create an action plan to do things differently.

Problem Solving in Meetings

The following steps are suggested to help you in solving a problem during a meeting.

1. Create a clear, written tentative statement of the problem for review by the attendees. Consensus understanding and agreement on this tentative statement will be essential prior to moving to the next step.

2. Identification of any need for action should be checked against a series of questions that might include but not be limited to:

What are the assumptions held around this issue?Is the need a clearer statement of policy?Is the need a revision of the policy statement?Do we need additional information? Is this information likely to be available for this meeting?

3. Gather facts and opinions, without evaluation (a nominative process of brainstorming works well in situations like this.)

4. Evaluation of facts and opinions as to their relevance for the issues as defined. It may be the case that a restatement of the issue is necessary at this point or even that additional external information is required.

5. Review the statement of the issue in light of these evaluations.

6. Assemble all feasible and possible solutions to the issue as agreed upon. (Again, nominative group process and brainstorming may be helpful courses of actions.)

7. Examination of alternatives as presented. Important areas to consider include (but may not be limited to): Short and long range

effectiveness of the solutionPracticality of the solutionAgreement with

organizational mission and vision statements

Within volunteer, member, staff and budget expectations

8. Gaining agreement on the optimal course of action for the organization. It is acceptable to decide to not implement a solution based on these and other considerations.

9. Assignment of work related to implementation. This includes volunteer and staff responsibilities; budget; timetables for implementing various steps; and telling the story of the outcome to the members.

10. Establishing a date for evaluation of the decision and action outcome. Special consideration should consider: Did the problem or issue actually get solved?Has the organizational process been improved by

the steps taken?If continuing implementation is necessary which

operating policies or aspects of governance need to be formally changed?

If the outcome was not successful, were the determining factors resource (budget, time, volunteer or staff) limitations; or other factors?

Presentation Skills 30 Minute Webinar Series