Using the 4-A Plus 2 Model for Problem Solving


Using the "4-A Plus 2" Model for Problem Solving

Effective team problem solving involves a systematic application of four key steps ” awareness, analysis, alternatives, and action and then two follow-up steps, assessment and appreciation ”to turn action into results. Each step is initially addressed in a manner that expands the group's thinking and then shifts to gain a focus by narrowing the group 's thinking. The leader needs to use tools such as brainstorming to orchestrate the expansion of thinking in the first half and the focusing in the second half. In essence you are helping ensure that team members separate idea generation from idea judging and deciding.

  1. Awareness

    The first "A" of problem solving is awareness. The goal is to identify all possible problems the team might want to address and then pick one to work on in the meeting. You can use exercise 19 applying the rules of brainstorming to make sure that you have identified the whole range of problems that might deserve attention. Insist on a few minutes of quiet time for all members ( especially the Introverts) to collect their thoughts and encourage them to jot down some notes to themselves . Go around the circle of team members and ask each to contribute an idea for the group to consider. Remind members to state problems, not solutions, at this step. Do not allow any team member to criticize the consideration of any problem during this brainstorming phase. Ask team members to state only those problems they think the group might be chartered to address without long-winded explanations or justifications. Chart all problems your team identifies.

    After you produce a list of problems, have the team review the list to decide which problems deserve your attention. Now is the time to encourage civil debate. You should ask the team to use specific criteria when screening the list. For example, you might give priority attention to all problems that are both important and something the team can influence. Then, the group must pick the problem to focus on for that meeting using whatever decision-making rules have been established in the team charter. Before you leave the awareness step, write a one-or two- sentence definition of the problem and check with team members as to whether it captures their thinking.

  2. Analysis

    The second "A" of problem solving is analysis. Use exercise 20 to help orchestrate a broadening of team members' thinking by having them brainstorm all the potential causes of the problem identified at the end of the first step. Why does this problem exist? What things happened prior to the problem that might be its cause? You may want to use a technique such as "fishbone" diagramming to make sure you have covered all likely categories of problem causes. After you have a long list of all possible causes, systematically analyze each cause to clarify the extent to which it actually contributes to the problem. This may necessitate gathering some data and charting them in a systematic manner (e.g., Pareto analysis). Attempt to identify the one to three root causes that, if addressed, would generate a significant reduction in the problem. Remember, you are trying to identify causes, not solutions, at this stage.

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EXERCISE 19

Step 1 of the 4-A Plus 2 Model: Awareness

Directions: Record team members' responses to document the use of the awareness step of the model.

  1. Brainstorm a list of problems, procedures, projects, or issues that this team needs to work on together.

    Etc.

  2. Choose one item for the team to work on today using the following criteria:

    • It must be within the control (at least the strong influence) of this team

    • It must be specific enough that we can discuss it thoroughly in the limited time we have available

    • It is an issue that affects nearly every person on this team

    Item chosen :

  3. Write a one-sentence statement of the problem your team is agreeing to work on below:

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EXERCISE 20

Step 2 of the 4-A Plus 2 Model: Analysis

Directions: Record team members' responses to document the use of the analysis step of the model.

  1. Brainstorm a list of the many possible causes of the problem, procedure, project, or issue that you chose to work on in step 1.

    • Etc.

  2. Choose a root cause or two that meet the following criteria:

    • It has a major impact on the chosen problem, procedure, project, or issue

    • It is within the control (or at least the strong influence) of this team

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Alternatives

The third "A" of problem solving is alternatives. Use exercise 21 to help free up team members' creative potential. Ask members to suspend all judgment and identify a list of the many strategies and approaches you might take to address the root cause(s) of the problem you are attempting to solve. Encourage them to come up with wild and " outside-the-box " solutions. Do not have them discuss or debate the alternatives they dream up until they have all the possibilities charted. Then shift the thinking toward narrowing the possibilities. Use some criteria (e.g., Will it do away with the chief cause? How practical is the solution? Can we afford it? Is it something we can control and/or influence? etc.) to identify thetwo or three key strategies the team will commit to use to do away with the causes underlying the problem chosen. Use your team's decision-making rules and remind the team that it is very important that every member agrees to implement the alternatives chosen.

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EXERCISE 21

Step 3 of the 4-A Plus 2 Model: Alternatives

Directions: Record team members' responses to document the use of the alternatives step of the model.

  1. Brainstorm a long list of the many strategies/solutions that might eliminate or significantly reduce the root cause(s) chosen in step 2. Be creative and encourage members to identify anything they think might help address the root causes.

    • Etc.

  2. Choose the best strategy/solution using the following criteria:

    • It would have a major positive impact on the problem and its root cause(s)

    • It is likely to be affordable

    • It could be implemented in a timely manner

    • It would involve nearly all members of this team

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Action

The fourth "A" of problem solving is action. Too many problem solvers stop after they have identified the solution and fail to detail a plan for how to implement that solution. This has led to the demise of many team concept efforts. Don't let this happen in your organization. Make sure your team invests the time and effort to spell out an implementation plan. Use exercise 22 to help the team identify the many actions that may have to be taken to implement the strategy that was selected as the best hope for solving the problem. Remind team members that they need to include themselves in the implementation to be truly empowered. After all the actions and steps have been identified, specify who is to do what with whom by when and how to make your solution real. It is best if each step is activated or at least monitored by a member of the team.




Tools for Team Leadership. Delivering the X-Factor in Team eXcellence
Tools for Team Leadership: Delivering the X-Factor in Team eXcellence
ISBN: 0891063862
EAN: 2147483647
Year: 2003
Pages: 137

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