Posts Tagged ‘problem solving’
(7) Documentation
Posted on: July 18, 2011
I’m going to make this short and sweet because now that I’ve finished dealing with the problem, I want to go on to something new. As I stated in previous posts, the best place to go if you are into learning more about how to deal with issues of this sort is www.walkthetalk.com. Here’s how I was taught to document discussions:
- Describe the problem using facts and specific actions, including descriptions of the desired and actual performance, and the impact and consequences identified (your lists).
- Describe the “offenders’” history to include how long the problem has been going on, any previous discussions or formal disciplinary action, and an indication if the “offenders” have failed to keep commitments that were engaged in prior discussions.
- Describe the discussion itself to include the time, date and location, specific comments/statements made by the “offender” – especially the agreement, all actions the “offenders” said they would take to correct the problem, and as I had to do, include what I told the “offenders” when mandating compliance.
This is all about the facts. Nothing subjective should be included. That’s the hardest part for me. I am, by nature, a very subjective person. I have to focus on producing positive behavior, not placing blame or excusing actions. I don’t know who originally stated it, I found it written in my notes, but I love this quote:
Remember that your purpose is not to “write THEM UP” but to “write IT DOWN.”
~B
(6) The Discussion
Posted on: July 18, 2011
My goal was to obtain my “offenders’” cooperation to make a change for the better. First, I wanted them to agree with the change action because it would greatly increase the chance that they will actually correct it. Second, if they don’t correct it, the next conversation will involve not just their continuing behavioral problem, but their failure to keep their commitment to affect the change.
I wanted the responsibility to be theirs, without a doubt, so that if this process needs to be repeated I can honestly state that they simply did not do what they said they would do. Apparent that I’m not acting out – or being unfair… they are, for not following through with their commitment.
There are seven stages of discussion taught, and I need not define them here… if you are that into this, you should check out the walkthetalk website.
- “I need your help to solve a problem.” Non-accusatory “I” statements.
- Description of desired and actual performance.
- “What happened?” Seeking an explanation that allows the “offenders” a chance to explain their behaviors.
- “Do you understand why it is important to fix this?” Asking for agreement.
My discussions resulted in the need to point out the consequences, not just the impacts. It was necessary to mandate compliance. Because of this the discussion did not go further. However, to complete the exercise I have finished the stages for you…
- Discuss possible solutions. They need to OWN this decision so it’s important not to tell them what they have to do. Try to come to a mutually desirable solution together.
- If formal discipline is involved, notify the “offender.”
- End on a positive note whenever possible. Try to preserve the “offenders’” self-esteem. It will go far toward ensuring their following through with the commitment they juts made.
You can download for free “7 Ways to Minimize the Need for Performance Improvement Sessions” from www.walkthetalk.com.
~B
(5) Types of Discussions
Posted on: July 17, 2011
OK.
I’ve thought it out, analyzed it, investigated (researched) the facts and prepared my lists of impacts and consequences. It’s time to talk.
Based on the facts that surface during the first four steps, I am able to determine the type of conversation to best address the problem with.
Most often, problem solving (done right) helps us avoid formal disciplinary action. That’s the point of it. In my case, I was not given the authority to formally discipline my “offenders.” If my attempts “fail” someone else will be responsible for that.
walkthetalk.com has a preparation checklist for performance problem discussions. I’ll copy it here and let everyone catch up, then I will write about the discussion I had in my next post.
- Identify the DESIRED and ACTUAL performance in specific, behavioral terms. Write them down.
- Determine the negative IMPACT of the problem – the ways others are affected – in specific terms. Write them down.
- Identify the realistic CONSEQUENCES the employee will face if the problem is not resolved. Write them down.
- Check “past practices.” Have similar problems occurred elsewhere in the organization? How were they handled?
- Determine what type of discussion is appropriate. Coaching? Counseling? Formal Discipline?
- Seek counsel and obtain necessary approvals if formal discipline is involved.
See walkthetalk.com for more resources such as this… Awesome programs. I learned a lot from them while doing my Master’s coursework. I developed this plan of action from my class notes. So nice to know my type A personality pays off once in a while. 🙂
~B
As a management consultant, one of the primary duties I held was to help resolve performance and attitude problems. Interestingly, most of the attitude problems I was hired to resolve were based on performance problems… I solve people problems, which is why I felt so powerless being directly involved in one of this caliber. If you are just tuning in, I’ve numbered the posts related to this “workshop” in the order they should be read. I am walking myself through a self-analysis and consulting myself as if I were a client – this is a good refresher course for me.
People come in all varieties – and so do their problems. As such, there are no pre-packaged responses that I can unwrap and engage. Differing circumstances call for differing responses. I need to assess WHY this problem needs resolution, WHAT should be done if the “offender” fails to comply with the solution, and what kind of dialog/ communication format will serve my needs best?
The bigger the performance gap, the more serious my response needs to be. But it needs to remain constructive, respectful, and if at all possible, POSITIVE in nature.
Resolution:
When faced with the facts validating the performance gap, my “offenders” did not buy into the importance of resolving the problem. They saw it as MY problem, because it did not bother them. I had to refrain from justifying WHY from a position of power… “Because I’m in charge and I say so.” just won’t cut it… nothing positive in that and I do not lead by intimidation. The power/authority approach usually puts the “offender” on the defensive and breeds resentment.
In order to determine valid reasons for the “offenders” to commit to change, and to determine what kind of discussion I need to conduct (coaching, counseling or formal discipline) I need to take two variables into account: Impact and Consequences.
Impact deals with the negative effects of the problem (on the work environment, clients, the bottom line). Determining the impact gives me objective reasons why the problem must be solved.
I made a list of the five most obvious impacts the problem at hand is causing. It established not only my right to expect change, but my obligation as a leader to make sure it happens. It gave my “offenders” reasons they should cooperate that did not involve threats or power trips. It minimized the risk of my being considered “unfair” or “out to get them.”
Unfortunately, my “offenders” still did not accept responsibility for their role in causing the problem we addressed. I realized they were not going to “get it” as I was presenting it because they couldn’t see how it affected them personally. These are not team players I’m working with here.
It became necessary for me to present my “offenders” with a short list of negative outcomes (consequences) they will experience should they chose not to cooperate. Not threats – I didn’t tell them they would lose their jobs (I am not in the position to fire them anyway). I jut pointed out the predictable outcomes (to most of us they were obvious but not to these two) should they fail to comply (relationships with other employees, reputation, los of bonuses, limits to advancement, possible disciplinary action in the future). Because I thought out these consequences before entering into the conversation I was able to present them when my “offenders” refused to accept their responsibilities.
~B
You have what you expect a person’s performance to be…
Then you have what their performance actually is.
If the actual performance does not live up to your expectations, there is a problem. The wider the gap, the bigger the problem.
Seems pretty simple, yes? Not always. The goal is, of course, to close this gap, but to do that there needs to come a point where the “offender” is able to acknowledge there is a problem and then makes a commitment to fix it. This takes communication – honest and open without being threatening – therein lies the difficult part.
The walkthetalk.com folks (brought them into this earlier) have taught me that there are two “keys” to doing this right, thinking and preparation.
It’s all about not letting your emotions get in the way. You can’t just react to situations. You have to make sure you understand what the performance gap entails because you are going to have to explain it to a person who is so oblivious to it they can’t even see it while THEY are doing it.
This involves preparing “behavioral statements” that define both your desired and actual expectations. Behavioral statements are how we describe what people say and do. We use them to present the facts.
In case you all have not noticed yet, I’m going to do my best NOT to describe the actual issues on the table. I don’t want to risk offending the “offenders.” So as an unrelated example:
DESIRED: New clients are to be personally contacted for follow-up within 48 hours of their initial appointment with us…
ACTUAL: Two new clients on Monday were not contacted for follow-up until Thursday. One new client on Tuesday was not contacted for follow-up at all.
Resolution:
By taking this approach I will avoid speaking in vague terms or sounding too judgmental. There will be minimal risk that the “offender” will misinterpret my intentions or misunderstand what I expect of them. No opinions, no subjective statements, no generalizations. Just the observable, measurable facts.
Judgments may very well be correct. But that doesn’t matter here. Opinions are debatable by nature and invite argument, but it’s hard to dispute the facts, especially when you have paperwork or stats to back them up. If I do my research, get the facts, and present them objectively, our discussion should be focused on working out a solution rather then pointing the finger and placing blame.
~B
(2) Discipline vs. Punishment
Posted on: July 16, 2011
Most people, when they think of discipline, really think about punishment – something that happens when you misbehave – often associated with pain. But, they are NOT the same.
Traditional thought states that if we inflict enough pain on those who misbehave, they will begin to alter that behavior. Additionally, it is inferred that not only will they “get it” now but if they do not improve they will “get it” worse in the future.
Many of us were raised under this influence, but it doesn’t work so well with adults. Adults don’t respond progressively better when treated progressively worse. When we are punished we tend to feel rejected, humiliated, and frustrated. I remember learning as a child that the trick wasn’t so much to do a better job as it was to do a better job of not getting caught.
We all know people who do the very least they can get away with on the job. Worse are those who spend all their time and energy trying to “get even.” One of my “offenders” falls into this category. She does things intended to cause problems for me, and in doing so she causes problems for our team, and our company. She also “offends” those who are “in my care” at work as a way to cause problems for me, creating a whole new set of problems that I have to deal with.
Confronting someone in the workplace exposes us to huge risks and liabilities if not dealt with correctly. Legal, morale, reputation and more could be affected. It will certainly affect the trust we have for each other. So, no matter how satisfying it may be to lash out – or punish – the offender, a plethora of negative consequences makes it a lousy option.
I want to deal with this in a fair, appropriate way. I don’t want the other people I work with to think I’m the “bad guy.” But failing to act is not an option – I decided that earlier. It is important that these offenses be addressed and that others in the workforce do not come to believe the behaviors are acceptable.
I learned that when facing problems (either-or situations) that require I choose between two equally important ends: getting results or maintaining relationships, I don’t have to sacrifice one for the other. They are not mutually exclusive. I can get both if I manage the process in the right way.
While punishment should be avoided, discipline need not be. Discipline is about helping others understand what is expected of them. It’s about solving problems, achieving the desired levels of behavior, and getting results.
Discipline isn’t an action I have to take against a person who “misbehaves.” It’s about helping the other person make good choices about working together ethically and productively. I need to focus on problem-solving and each of us treating the other as adults (which requires acting like adults as well).
If we each have meaningful responsibilities, and accept accountability for them, we will each perform as expected. When we fail to do this, we need to be given the opportunity to correct the problem. Doing this should lead to a better work environment and stronger relationships with co-workers. When we know what to expect, we are more able to trust.
Discipline is based on commitment (a disciplined person behaves in ways that can be predicted)… people choosing to do what is right because THEY believe in it and are involved in the process.
Discipline can and should be a positive process that produces positive results. I believe that to succeed, the 5-step model mentioned in the last post should be used: Identify – Analyze – Discuss – Document – Follow-up.
I’m following the performance improvement process outlined on www.walkthetalk.com. I learned about this process in a class I took for my Masters many years ago. I have not accessed the site since so I cannot verify where this information can be found on it. I will verify the site when I am able and repost a corrected link if necessary.
~B
(1) Avoidance
Posted on: July 16, 2011
Most of the people in my life want to support me, try hard to do so, and succeed most of the time. They say the right things, when they can think of them, and stay quiet when they cannot, causing few, if any, problems.
But nobody’s perfect. Everyone occasionally makes a mistake that cannot be ignored. A mistake that needs to be addressed (by me) and corrected or avoided (by the other person) in the future. This is not something I lose a lot of sleep over. I can roll with the punches and am able to communicate my concerns in a non-threatening way…
And then there is that one person (sometimes two) that is just plain difficult. They wont play by the “rules” even when they wrote them. They cannot act for the common good or understand the concept of compromise. They simply cannot or will not perform as I need or expect them to. Though there are currently only two of these people in my life, they can still cause a lot of disruption. I’ve spent many sleepless nights over them. I get cranky when I don’t sleep, but, of course, I’m expected to remain calm and professional when I deal with them, even when they are incapable of returning that particular favor. To compound the problem, I need to deal with these people in a way that is both in synch with my values and fair to everyone involved.
As I titled the previous post: I’m between a rock and a hard place.
So why can’t I just fall follow my first instinct? As much as I hate to admit it, the first solution that popped into my head was simply to avoid the situation altogether.
Obviously, that won’t work…
When I face the prospect of confronting someone about a problem I have with them (personal or professional), I truly dread it. I worry about it. I get stressed out. It’s one of the least pleasant things I find myself having to do. If I could, I would simply avoid it, and I can think of plenty of reasons that support reacting that way. I tell myself:
The offender’s behavior really isn’t THAT bad. But that’s not true.
If their behavior is negatively affecting others (it is), and if it is causing me discomfort (it is), then the behavior IS BAD ENOUGH to warrant a confrontation.
The problem will go away eventually on it’s own. But it won’t.
In the time that the problem has not been addressed it has escalated, not diminished. The longer I wait to take action against the negative behavior, the more strongly enforced the behavior becomes. It will not only continue – it will continue to worsen.
I’m too busy to deal with this problem right now. I don’t have time. But I can’t afford NOT to take the time.
I am certainly busy, but I am not TOO busy to deal with this. The time it will take me to solve this problem now will be made up quickly once the conflict is no longer disrupting my routine. Additionally, if waiting allows the problem to escalate (which it does) it stands to reason that it would take longer to repair the problem in the future. Dealing with it now actually SAVES time.
It’s not MY problem, it’s THEIRS. They should be the ones responsible for “fixing” themselves. But everyone knows that conflicts don’t survive in a vaccuum. Shirking responsibility is NOT the way I choose to live. It conflicts with my values. I don’t look for scapegoats or blame others for problems that I am involved in. It ALWAYS takes two. I don’t have to have done something WRONG to be a player in the conflict. And as a player, it’s my responsibility to address the conflict if the other person(s) do not.
I’m not sure what to do… I don’t know how… But I am the one who has the skill sets to deal with this, not them.
This is the only excuse that has a chance of being true. Unfortunately, not for me. I DO know what to do, at least I would if I were advising someone else.
Today’s realization is that the “offenders” lack the problem-solving skills and techniques that I have been blessed to learn. They probably feel as much discomfort as I do, but for reasons they cannot understand as I can.
I know how to minimize the emotional impact of confrontations of this sort. I know how to get results based on an accurate understanding (can’t get closer to it than I am right now) of the behavioral conflict.
There are steps to take in all conflict resolution sessions (see www.walkthetalk.com for more on this – great website for learning about conflict resolution):
Identify the problem – Analyze it’s severity – Discuss potential solutions to the problem – Document the problem and discussion – and follow-up.
But first, I need to figure out how to address this with the “offenders” without becoming an offender myself. These are not people who will accept “discipline” from me. I need to ensure they do not feel I am punishing them in any way.
I’ll need to think about that.
~B
bonnieandtilly 