How can you help participants apply collaborative problem-solving skills outside of the session?

One thing I've found helpful in generating enthusiasm within teams when attempting to improve an area is to shift from problem solving mode to creation mode. Instead of trying to fix or solve, trying to explore and discover. Asking questions like, why does x happen, what would happen if, are there other ways to, what have we not tried yet, if you could make any change what would it be, and so on.

Na minha experiência como Gerente de CX, considero importante fazer um pre-work chamado design challenge, que consiste na identifica??o do objetivo ou desafio comum a ser perseguido. Muitas vezes nos deparamos com stakeholders com opini?es diversas sobre os mesmos assuntos e a falta de clareza e alinhamento dificulta o estabelecimento de uma meta específica e a colabora??o entre os times para alcan?ar os resultados desejados.

If your goal is to facilitate the transfer of skills learned in the session to outside of the session back in the workplace, declare that as part of the workshop design and share it with participants.

This highly depends on the task at hand, clear goals for a senior can be very abstract for a junior. So depending on if we are helping leadership or product teams (for example) "clear goals" will differ wildly. In the case of "the Co-creation of solutions as a way of work" here are a few examples: * Meetings have expectations, and problem-solving meetings take place in our co-creation space (miro et al) * Participation is expected from everyone * Everyone shall work x amount of time together in tool x (miro/whimsically/figjam/ whatever you use) The biggest problem is that we don't use the tools for workshops in our everyday work, implement that and win half the battle.

Before you start issue solving, decide which issues you are going to solve. Select the top 3 issues on your list that have the highest priority.

Always work on understanding the issue before you rush to solve it. Ask, What's the real issue here? This simple question can navigate you toward the right issue.

Identifying the root cause is crucial for effective problem-solving, especially in collaborative settings. The 5 Whys technique is like detective work, uncovering deeper issues behind surface-level problems. For example, if a team faces declining sales, asking 'why' reveals market trends or customer preferences. This fosters understanding and a unified approach to addressing challenges. Encouraging open dialogue and diverse perspectives enhances problem-solving.

Algumas técnicas úteis: - OKR ou AVC (análise de valor comercial). Isso envolve analisar o impacto esperado da melhoria ou evolu??o nos objetivos e resultados do negócio, potencial aumento de receita, redu??o de custos ou melhoria da experiência do usuário. - Matriz de Impacto x Esfor?o - Técnica MoSCoW: método de prioriza??o que categoriza as melhorias propostas em quatro categorias: Must have (deve ter), Should have (deveria ter), Could have (poderia ter) e Won't have (n?o terá). - Técnica dos 5 porquês: Essa técnica possibilita analisar a verdadeira necessidade da evolu??o ou pedido de melhoria, avaliar o impacto e relevancia, identificar e atuar na causa raiz da solicita??o.

Totalmente de acuerdo. El no identificar la o las verdaderas causas nos puede llevar a tomar decisiones equivocadas o que simplemente no solucionen los problemas y con ello la pérdida del tiempo y otros recursos. Entonces, tendrenos que volver a iniciar el ciclo nuevamente.

C'est pour moi la phase premiere ! Penser ici a décortiquer le déroulement des tàches de l'activité qui pause problème. En identifiant bien les éléments techniques, matèriel, logistique, d'ordonnancement et humain de l'activité et ainsi déterminer ce qui fonctionne bien et ce qui peut être amélioré ou transformé.

Gosto de explorar diferentes abordagens para estimular o pensamento criativo, por exemplo: utilizar a técnica de brainwriting, fazer a dinamica de how might we, fazer a dinamica do que bom, que pena, que tal em diferentes momentos misturando os participantes. Normalmente, os resultados s?o bem interessantes.

When generating multiple options or pathways, it can help to assess them against the value / complexity curve. What degree of complexity is essential for maximum value? Which of the options requires less complex work but has a greater value (and hence possibly adoption) tradeoff?

Always seek other perspectives. A wise man once said, one perspective is no perspective. When you look at things from different angles you'll have a better look at your options.

In my experience, generating multiple options is crucial for collaborative problem-solving. It encourages creative thinking and leads to innovative solutions. Techniques like Brainwriting and SCAMPER prompt participants to think outside the box. For example, Reverse Brainstorming asks, "How could we worsen the situation?" This paradoxically leads to novel solutions. It's vital to create an inclusive environment where all ideas are valued. Quantity trumps quality at this stage, as it's about generating a diverse pool of ideas to select and refine later.

It’s important to let everyone have a part to come up with solutions. Ensure that all options are on the table possible and then you way out the pro and con of all to make the best selection ensuring all vested parties agree. It may need a trial run to be able to tweak to get the results required.

Look at the options and decide. A decision is better than no decision. See what makes the most sense right now and run with it.

In my experience, the evaluation and selection of the best solution is a critical phase where collective wisdom shines. Tools like the Decision Matrix or a Pros and Cons list can provide a structured approach. Involving various stakeholders ensures diverse perspectives and fosters ownership and commitment. Using a SWOT Analysis allows considering strengths, weaknesses, opportunities, and threats for each option. This phase balances analytical thinking and consensus-building, aligning the chosen solution with the team and organization's goals.

Na minha experiência, a análise SWOT é uma ferramenta essencial para auxiliar nas tomadas de decis?es estratégias. Normalmente fa?o uma análise SWOT e uma matriz de decis?o levando em conta impacto x esfor?o x custo, quando aplicável. Quando mais insumos tivermos para avaliar a melhor solu??o, melhor. Também é importante separar o que é essencial, do que é necessário e desejável.

In my experience silent voting works well. It avoids the loudest person in the room getting the most airtime, and surfaces everyones ideas. Visualising the ideas on a wall via sticky notes enable everyone to read them in a thematic way. Once the top 3 voted ideas are identified you can map them to an Effort Impact 2x2. This is where some discussion can be useful.

Relate to Real-World Examples: During the session, I use real-world examples and case studies relevant to the participants' context. I also encourage discussions on how the problem-solving approaches discussed in the session could be applied to their specific challenges.For me the real facilitation starts after the session not necessary only during the session

Uma vez definido o que precisa ser feito, é hora de priorizar e gerar um backlog. No dia a dia utilizo mais a matriz RACI, mas eventualmente recorro a sess?es de reprioriza??es nas quais utilizo frameworks de impacto vs esfor?o ou mesmo o framework da Mckinsey com os três horizontes da Inova??o: Proteger e ampliar negócios atuais, nutrir novos negócios emergentes e semear op??es para futuros negócios.

In my experience, planning and executing the solution is where theory meets practice, and effective organization is key. Tools like the Gantt Chart or the RACI Matrix can significantly streamline this process. These tools help in assigning clear roles and responsibilities, setting realistic timelines, and ensuring resource availability. It's crucial to maintain flexibility during execution, as unforeseen challenges often arise. Regular monitoring and readiness to adjust the plan are vital for maintaining the course towards the desired outcome. Effective execution is not just about following a plan; it's about adapting to real-world dynamics while keeping the team aligned and motivated towards the shared goal.

Building energy and enthusiasm around change is the most critical aspect if we want to see any real success! While the process / workflow / framework is a start, also think about how we need to clarify changing roles and the skills required for people to really make this a success. And then make it easy for people to pick up these skills - whether that is handy comms, AMAs, a direct line to talk through what needs to be done when difficulties arise, or a peer cohort / resource group where people can benefit from sharing success stories and support each other through change

Planning and executing solutions involves understanding the root cause, creating a detailed plan with achievable goals and timelines, and putting it into action with clear communication and coordination. Flexibility is crucial for adapting to unforeseen challenges, while regular evaluation ensures progress aligns with the set goals. Celebrating milestones and learning from both successes and failures is vital for continual improvement in problem-solving.

Seja para suas squads a voz da humildade. Assim como o servo lembrava a César de sua humanidade, vamos lembrar uns aos outros dos nossos limites e deveres. Repita com eles: - "Nem eu, nem você, nem o Board sabemos as respostas. Vamos perguntar ao cliente!" #CX #Clienteaocentro #Lideran?a #Teamwork

I'd just like to add that if you want teams to learn to work collaboratively outside of a session, you need to provide them with the tools to do so, so in one session you show them how to do it, and you give them the challenge to explore on their own in another session that you can follow. Another way is to create asynchronous problem-solving spaces where they can connect and contribute, to continue work on a topic, and then ask them to come together afterwards to align. Each time, someone from the team takes on the role of facilitator.

One thing what I see is necessary for applying skills outside of a session is 1) the receptiveness of the participant for the learning goal and 2) the space for the act of learning outside of the session and 3) the willingness to let go of a perception of a construct. If these three things aren't organized, nothing will stick. So these things seem to be the basic condition to make anything work outside of a session. A session can therefore be never a stand alone.

Hack the environment! If you want the team to problem-solve collaboratively outside of the session you need to look at creating an environment where it's easy to do so. For eg. Disney had rooms painted green for green light thinking (Creative thinking without judgement) and rooms painted red for red light thinking (Judgemental Decision Making) for their teams for a clear environmental cue to display certain behaviours. So, the key is to ask yourself: 1. How can we make it easy for the team to problem solve together? 2. How can we get rid of friction (things that are stopping this from happening)?