Effective Problem Solving - Thompson, Neil

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Résumé :

About the author Acknowledgements Preface Foreword Introduction: who, why, what and how Why a manual? How do I use it? PART 1: Understanding people and their problems 1. Introduction 2. What is a problem? 3. What is a 'people' problem? 4. Why is the context important? 5. How do we start? 6. How do we get people motivated? 7. How do we find the right way forward? 8. How do we promote change? 9. Why do we need PRECISE practice? 10. What are the challenges involved? 11. Is there a problem-solving process? 12. Is a problem always an opportunity? 13. What is the role of reflective practice? 14. How do we make things happen? 15. Conclusion PART 2: Problem-solving methods Introduction Important notes A Active listening

16. Show that you are paying attention 17. Avoiding attribution errors 18. Avoiding oversimplifying the reasons for people's behaviour 19. Avoiding avoidance 20. Facing up to our responsibilities

B Brainstorming

21. Maximising our range of options 22. Brokerage 23. Redirecting people to sources of help

C Capitalizing on crisis

24. Realizing the potential of critical moments in a person's life 25. The CBC approach - Putting people at their ease 26. Challenging cognitive distortions - Trying to get a balanced view of the situation 27. Chunk up or chunk down - Finding the right level of analysis 28. The CIA framework - Managing pressure and stress 29. Circular questioning - Establishing the importance of interrelationships 30. Confronting without being confrontational - Using assertiveness skills 31. Congruence -Getting on the same wavelength 32. Consequences - Exploring options and their likely outcomes 33. Cost-benefit analysis - Balancing the pros and cons 34. Creative tension - Making sure expectations are realistic 35. Critical incident technique - Learning from significant experiences 36. Culture audit -Making sense of organizational cultures

D Dealing with objections

37. Persuading people to move forward 38. Developing a checklist Save time and efforts with checklists 39. Doing the right things versus doing things right Balancing efficiency and effectiveness 40. The drama triangle Avoiding being drawn into being a 'rescuer'

E Eating an elephant

41. Being realistic about what we can achieve 42. Eco maps - Mapping out relationships across groups of people 43. Educating - Problem solving through helping people learn 44. Elegant challenging - Being constructive in challenging unacceptable behaviour or language 45. Embedded whys - Establishing reasons for our actions 46. The empty chair - Exploring the influence of an absent person 47. Encouraging creativity - Avoiding getting stuck in ruts 48. Exchange is no robbery - The importance of reciprocity

F Failure mode and effects analysis

49. Anticipating failure and learning from it 50. Finding the growth zone Finding the balance between comfort and fear 51. Fishbone analysis A visual aid to problem solving 52. Fishing for red herrings Not allowing ourselves to get distracted 53. Force-field analysis Managing change 54. FORM good habits Use habits to gain greater control

G Gantt charts Visual aids for project management

55. GIVE UP How to let go of negativity 56. Giving feedback Letting people know where they stand 57. Grief audit Getting an overview of people's experiences of grief

Helicopter vision

58. Obtaining an overview 59. Holding Helping to provide emotional security

I Inviting innocent questions

60. Getting a perspective from outside the situation you are dealing with

K Know your enemy

61. Coping with anxiety

L Lat...

Biographie:

Neil Thompson is an independent writer, producer of online learning resources and a visiting professor at the Open University. His approach is based on the three Ps: where there are People, there will be Problems, but there will also be Potential. He has decades of experience helping individuals and organisations to address the problems and fulfil the potential.

He is renowned for his ability to express complex ideas clearly and accessibly without oversimplifying them and to successfully blend theory and practice. In a long career, he has provided training or consultancy services to over 100 organisations, spoken at conferences and seminars in 13 different countries and has won awards for the quality and impact of his work. He has held full or honorary professorships at five UK universities, but for many years now he has focused on reaching a much wider audience to help make a positive difference. He has earned the trust to be a helpful guide and mentor through his writings and online learning and you will no doubt soon see why when you start reading this book. His Academy website, with his Manifesto for Making a Difference, is at www.NeilThompson.info.