NCOA DLC 2.0 - Problem Solving 2023 with verified questions and answers

Metacognition Refers to the process to plan, monitor, access one's understanding and performance. Cynefin Framework Consists of four domains- Simple, Complicated, Complex, Chaotic Simple (Obvious) Domain -Stability, clear cause+effect, always going to be the same -Domain of known-knowns -Sense, categorize, respond -Requires straight forward management and monitoring -"Best Practices" Complicated Domain -Relationship between cause+effect -Not obvious to everyone -May have multiple right answers -Good practices not best -Known-unknowns -Sense, analyze, respond -Requires expertise to analyze Complex Domain -Cause+effect relationship is so intertwined it only makes sense in hindsight. -Answers not readily available -Probe (experiment in safe environment), sense (see what occurred based on experiment), evaluate the results, Respond - Domain of emergent practices -There are things we don't know that we don't know. Chaotic Domain -Searching for answers would be pointless -Cause+effect impossible to determine, shift constantly -No manageable pattern exists -Unknowables -Act, sense, Respond - Stop the bleeding, figure out where stability is and where it's not, respond by working to change the situation from chaotic to complex. Common steps in an effective problem solving process 1. Define the problem 2. Generate alternate solutions 3. Pick a solution that will solve the problem effectively. 4. Implement + monitor to see if the issue is fixed Problem Framing Process of describing/interpreting a stated problem to arrive at a problem statement, define actual problem Different Perspectives Problem definition is likely to be a matter of perspective. Root Cause Analysis Digging as deeply as possible and finding the deepest point that's still within your realm of influence. Five Why Method Aids in identifying cause and effect Fishbone Diagram Used to depict the relationship between specific categories of process inputs and the undesirable output. Decision Analysis Matrix Tool Useful tool when deciding between multiple options. - possible solutions as rows, factors as columns, score each combo, weight score by relative importance, add scores up to give overall score for each option Brainstorming Designed to stimulate a chain reaction of ideas relating to a problem. Structured approach Soliciting one idea at a time from each member. Unstructured approach Free form - lets members callout ideas as they come to mind. Silent approach Have the team wrote ideas on small strips of paper, collect all papers, jot ideas for all to see. TIPO Model Trust, Information, Power, Options Power over Used to gain an advantage, such as pulling rank Power with Improves the opportunity for a mutually satisfying outcome for all involved. Position power Provides you the authority to make decisions, requests, and issue lawful orders based on your position. Coercive Deals with leaders perceived ability to provide sanctions, punishment, or consequences for not performing. Reward Deals with leaders perceived ability to provide rewards/incentives. Connection Power pertains to who you know. Can erode if used as primary source of influence. Legitamate Based on one's rank, position, or level of authority- only when legal, ethical, appropriate Referent (charismatic) power Affords the opportunity to encourage, motivate, and inspire others Information power Access to secure info, data systems, Leadership meetings, Briefings, gossip expert power Suggests that you gain power and the ability to influence through your education and job knowledge. How you share this information can improve or reduce trust. Framework Every negotiation involves a task and the interaction of two or more people/groups. Task Orientation the approach places more importance on reaching an outcome, solution, or resolution People Orientation centers on the relationship that exists between the individuals or groups involved. Comply Strategy Low interest in task orientation, high in people Evade Strategy Low in people, high in task Insist Strategy Low in people, high in task- use when obtaining objective is important. Settle Strategy Used when task and people orientation are similar or equal- use when there is little chance of getting what you want. Cooperative Negotiation Strategy -High interest in task+people -Trade position (what you want) for interests (why you want it) to find complementary differences/similarities that can help everyone move towards a common goal. 5-Step CNS Process 1. Positions 2. Interests 3. BATNA: Best Alt to a Negotiated Agreement 4. Brainstorming 5. Solution CNS depends on Open communication, active listening, and critical thinking. Negotiation Readiness defines as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than continue conflict - Are these issues negotiable? Am I willing to compromise? Do I want to resolve these issues equitably? Negotiation Ripeness Timing is critical to success of negotiations. Are all parties interested in negotiations? If not, why? Do all parties know their alternatives to a negotiated settlement? Aspiration Point The best each party hopes to get out of a negotiated agreement. distributive negotiation usually involves a single issue - a "fixed pie" - in which one person gains at the expense of another. Considered win/loose. Assumes resources are limited and conflict is unavoidable. Distributive Negotiation Examples Good cop/bad cop high ball/low ball exploding offer lying intimidation nibble snow job Critical thinking Embodies cognitive skills or strategies that increase the probability of a desirable outcome- purposeful, reasoned and goal directed System 1 (S1) Thinking -Reactive thinking -Vital decision making tool that operates in the background of your mind. -Supports daily activities and making quick decisions -Relies heavily on situational ques, prominent memories, trial and error, heuristic thinking - Positive impacts: make routine decisions, quickly, be perceived as credible and reliable. Helps balance the constant overthinking of everyday jobs. - Negative impacts: mistakes can happen, details can be overlooked, and improvement opportunities are missed System 2 (S2) thinking -Broad+informed problem solving and deliberate decision making. -Involves more time and planning -Positives: improves critical thinking, problem solving skills, forces consideration of logical arguments from opposing point of view. -Negatives: perceived as having poor judgment, being unreliable and indecisive Analytical Thinking When analyzing consider: cause and effect, complexity, similarities/diff., possible solutions/alternatives, associations and disconnections, steps w/in a process,relationships between all parts, trends, sequences of events -EX: ask 5 W questions- who, what, when, where, why, mind mapping- subtopics branch from central topic Adaptive Thinking Cognitive behavior one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity. Efficiency thinking Focus on identifying new ideas for improving what already exists Evolutionary thinking Focuses on identifying ideas that represent something "distinctly new and improved" Revolutionary thinking Focus on new and better ideas that may dismantle the existing structure of the organization. The five why method Has proven very useful when the real cause of the problem is layered in ambiguity and or the issue is unclear