LEADERS ISSUE 11
1 July 2018
DIGEST
Leader’s Guide to Problem Solving This fortnightly publication is dedicated to advancing civil service leadership and putting it into practice contemporary leadership principles.
LEADERS
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PUBLICATION TEAM EDITORIAL
Editor-in-Chief Segaren Assistant Editor Diana Marie Capel Graphic Designer Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan
CONTENTS
ISSUE 11 I 1 JULY 2018
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HOW ‘I DON’T KNOW’ HELPS YOU SOLVE YOUR TOUGHEST PROBLEMS
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DO WE NEED MAGICAL TRAITS OR A PARADIGM SHIFT TO BECOME EFFECTIVE PROBLEM SOLVERS?
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HOW DOES ONE BEGIN TO BECOME A BETTER LEADER?
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THE ULTIMATE SOLUTION TO INEFFECTIVE MEETINGS
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IF I HAD AN HOUR TO SOLVE A PROBLEM I’D SPEND 55 MINUTES THINKING ABOUT THE PROBLEM AND 5 MINUTES THINKING ABOUT SOLUTIONS. – Albert Einstein
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HOW
‘I DON’T KNOW’
HELPS YOU SOLVE YOUR TOUGHEST PROBLEMS BY ROSHAN THIRAN
In this kind of scenario, there are usually two responses that come from those in a meeting. The first group of people sit in reticence – perhaps they should have taken a second cup of coffee. They might have some ideas, but are possibly afraid of losing face if what they have in mind sounds a little off the mark. The second group of people are those eager beavers who will flood the initial silence with a torrent of ideas, and if Plan A doesn’t take off, there are 25 other letters in the alphabet. Should those letters run out, other alphabets are available! Modern-day leadership can be a victim of its own success. In fact, the reason why I (along with others) am constantly reflecting on the question, ‘What is leadership?’ is because, sometimes, we think it’s enough to be a leader in order to have the job done. This is a bit like thinking the work is done when a couple gets married at the altar. On the contrary, this is the point where the work begins, and we think otherwise at our own peril. When a problem is introduced, leaders tend to expect the solution to arrive yesterday. To a certain degree, a sense of urgency is both understandable and necessary. Unlike in ancient Greece where philosophers could stroll through the agora pondering questions at their leisure, today’s competitive world demands solutions to problems almost as soon as they’re discovered.
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THE BANE OF QUICK FIXES
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Imagine yourself in a morning meeting where a challenging problem is presented. Everyone has had their morning dose of caffeine, minds are alert, and each person has their best thinking cap on.
We always hope for the easy fix: the one simple change that will erase a problem in a stroke. But few things in life work this way. - Atul Gawande
The problem with trying to find the quick fix is that, while this is a fine approach to addressing small issues that arise, when we embrace a one-size-fits-all approach to all challenges, it simply creates more difficulties. While we can’t afford to leisurely think about the best way to solve problems that arise, we tend to go to the other extreme by not giving much thought to difficult issues. Leaders are often keen to express their expertise and knowledge; employees who are eager to impress are quick to offload an array of suggestions; and those who choose to stay invisible and remain safe are happy to yield the floor to the former groups. But there’s a missing piece here, and one that’s arguably the most crucial piece of the puzzle. Whenever a problem arises, we frequently come at it as though we already have the best solution. Rarely do we approach problems with a beginner’s mind — with the fervent curiosity of an imaginative child.
THE MAGIC WORDS
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“A sum can be put right: but only by going back till you find the error and working it afresh from that point, never by simply going on. - C.S. Lewis
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Again, not all problems need such an approach. Sometimes solutions are obvious; however, there are plenty of puzzles in leadership and in business that keep us guessing. Otherwise, there’d be no need for the countless lectures, books and blogs that continue to strive to explore complex challenges.
LEADERS I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail. Abraham H. Maslow
In taking a different approach to how we take problems on, we give ourselves an advantage by creating a solid foundation upon which a lasting solution can be built. It’s when we rush to solve major issues that we offer solutions which are built on shaky ground, and that’s when we create the conditions for similar problems to arise in the future.
BRINGING “I DON’T KNOW” ALL TOGETHER
In addressing any difficult problem, I believe there are three magical words we can use that will put us in the best starting position to find the best solution. Mathematicians, physicists, biologists and engineers use these words before tackling a problem, but for many of us, we find the words difficult to say. So, what are those three words?
It is usually not easy for us to say, “I don’t know”. Our natural impulse is to express, explain and elaborate on the initial thoughts that pop into our minds. But what those wise philosophers of ancient Greece knew that most of us miss is that our initial thinking comes to us in its rawest form.
“ I DON’T KNOW. ”
In order to get any value from our thinking, we have to cultivate, nurture and refine them through consideration and contemplation. It’s never a great strategy to simply throw our thoughts out there and hope something sticks.
THE ALL-KNOWING MINDSET Starting from a position of, “I know!” immediately shuts off all avenues of examination and exploration. How many of us have heard a tough problem being addressed in this way? (How many of us have been the ones to address problems in this way?) Usually, it’s from this position – ignited most often by an influential member of the team, or senior manager – that we see group-think setting in. This psychology term describes the desire for conformity within a group, which means that group members will eagerly embrace a suggestion that’s accepted by the majority or put forth by a senior figure without question.
Give it a try the next time you’re faced with a dilemma or a challenging obstacle to overcome. Notice if your mind rushes to throw out a tonne of ideas before you’ve even had time to properly consider what’s in front of you. View the problem with a beginner’s mind, ask questions, consider the possibilities that arise after some deliberation, and see whether or not there’s a better solution that arises compared to when we rush desperately to try out the first thing that comes to mind.
In many cases, it can lead to disastrous results, as John F. Kennedy found out when dealing with a State crisis. (He later learnt from his decision-making mistakes – a progress not all leaders make.)
I DON’T KNOW: A BEGINNER’S MIND Conversely, having a starting position of “I don’t know” opens up a range of possibilities as an effort is made to cover all the angles and perspectives. Approaching a tough challenge with a beginner’s mind can make all the difference. To take a problem and consider the implications, possible solutions, and their after-effects is more likely to yield an effective solution than to immediately burst like a piñata that spews forth quick-fix solutions.
Roshan Thiran Roshan is CEO of the Leaderonomics Group. He believes that everyone can be a leader and make a dent in the universe, in their own special ways.
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Do We Need
Magical Traits Or
A Paradigm Shift To Become Effective Problem Solvers? BY DEBBIE POZZOBON
How wonderful it would be if we were able to use magic to simplify our lives, or eradicate problems? I can think of the wonderful uses for my wand that would dispense with house cleaning in the blink of an eye! No more traffic jams for me. I would simply disapparate at home and reapparate at work. Easy. I would magically craft solutions to numerous pressing problems, and I may even conjure up the Lamborghini that I have always wanted. Not to mention the total havoc I could wreck with a few well-executed spells in the office. Whilst it may be fun to think that magic could solve many of our predicaments, or be the source of endless fun – we must also take cognisance of the fact that it is not just about the actual act of waving the wand, or the incantation of spells that solved many of Harry Potter’s plights! The most prevalent challenge throughout all the books is how to overcome Voldemort, and prevent the dark lord from amassing his powers to enhance the course of evil. It might surprise you to know, that magic was not always the primary resource used to solve puzzles, or to overcome the challenges and obstacles faced by our beloved characters. If we examined a little deeper and analysed the three principle characters, we would discover that they all possessed different skills that contributed to the defeat of Voldemort and the Death Eaters! Hermione always had her nose in the books. Not only was she the group’s primary source of information, she was also pragmatic, logical, and reasonable. They would have been hard pressed to fight and win without her invaluable contributions. Ron infused values into the threesome, always ensuring that they were true to themselves and the cause. He was honest, hardworking and prepared to go the extra mile, even if it meant sacrificing himself for the greater good of the team. He was also often the voice of caution. 6
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Potter undoubtedly assumed the role of the undisputed leader. He was calm in the face of challenges and danger. He was courageous, brave and cared deeply for his friends, who constantly risked their lives to fight by his side. As you can see, these are not magical traits, but characteristics, that are indispensable to the successful and effective resolution of problems. Research provides us with many methods to help us effectively solve problems. Essentially, they all comprise the following steps: If it is so easy, why then do problem persist in most organisations? In my experience, following the steps in the diagram provided, do not pose the difficult part of the process.“If you cannot find the cause of the problem – you are not looking in the right place,” says Dr Johan Strumpfer, change management consultant. Most people define learning too narrowly as merely problem solving. As a result, they focus on identifying and correcting errors in the external environment. However, if learning is to endure, managers and employees must also be prepared to look inward. They need to reflect critically on their own behaviour, and identify ways that they often inadvertently contribute to the organisations problems. The next step is to change the way the act. In particular, they must learn that the very way that they go about defining and solving problems can be a source of problems in their own right. Christ Argyris in the Harvard Business Review of 1991 coined the phrase single and double loop thinking, in order to distinguish this crucial distinction.
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Single loop thinking is where we treat the symptoms and correct errors in the external environment.
often caught in a feedback loop of action and reaction that never delivers a solution. Changing our paradigms, looking inward and challenging our initial assumptions is difficult in practise. We are often trapped in a situation in the first place because of the way that we think about it.
The actions taken in the above example fail to rectify the problem. IF we take a step back from this position, and redefine the problem, we may be able to achieve a different result. We need to introduce another loop to the process that goes back to address our INITIAL definition and assumptions instead of providing treatment for the symptoms. Is the product suitable for the target market? Is it correctly priced, advertised, and packaged? Sometimes it is easier to “blame” the sales team, rather than admit that there may be other reasons for the failure.
When Potter discovered that he could speak Slitherin, he had the maturity to question himself and his motives at a deep level. He wanted to double check that his assumptions about himself and his actions were not aligned to the dark side due to the discovery that he shared similar abilities with Voldemort. In many of the situations that our characters find themselves in, they have to delve deeper than what merely confronts them. The three headed dog, Horcruxes, ridiculously huge spiders, secret rooms, memory traps, strange mirrors, diaries and weird text books all have histories and characteristics and need to be understood from alternate angles before they allow their mysteries to be unlocked. It was never a simple, one-dimensional problem, and the resolution often involved the “double-loop” process discussed here. In the course of solving problems in our lives, be they of a personal or professional nature, we all need to pause, reflect, and examine our motives. We need to question why we think and believe the things that we do. We must constantly challenge our mental models to ensure that we do not become stuck in negative or dated paradigms that inhibit our growth. If we can achieve this, we will be able to see the relevance of our limitations and hopefully free ourselves of this constrictive thinking. This will enable us to deal more effectively with the many challenges and opportunities that come our way. Problem-solving can be like Potter’s magic. It is elusive, aweinspiring and thrilling to experience. Believe it or not, we all have the power to create that same magic if we dare to tap into our own unlimited potential. Be willing to challenge your current thinking pattern, perceptions, and behaviours, to constantly create new platforms for growth and learning in your life. And it may not hurt to believe in a little magic!
In terms of the double loop thinking technique that was introduced here, we can see that the problem was not defined accurately in our first exercise. Initially we defined the problem as an under-achievement of the sales target. As a result, all the initial actions that sought to rectify the situation at this level of definition failed. Once the original assumptions about the product were challenged, it was discovered that the pricing, packaging and positioning of the product were not appropriate to attract the attention of the target audience. Once actions were taken to rectify the source of the problem – a successful resolution was achieved. Although a simple methodology, the challenge is always to question how and why we think about situations and circumstances the way that we do. We become prisoners of the system that we operate in, as we believe it to be correct. We are also prisoners of our own thinking. We seldom question the challenges that we face at source level, and as a result, we are Issue 11 I July 2018
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HOW DOES ONE BEGIN TO BECOME A BETTER LEADER? BY ROSHAN THIRAN
The conversation was with an old friend who, despite leading a fairly successful business, was aware that he could be a much better leader. He had taken initial steps to improve his leadership style and read lots on practices such as emotional intelligence, mindfulness, empathy, and establishing a work-life balance. But as he put it, “I know these are great ways to become a better leader, and that they help so many people to develop themselves, but it seems a bit too complicated for me.” “I don’t have much time to really cultivate mindfulness or emotional intelligence to a substantial degree. I barely get time to eat during the day!” This was someone who was eager to grow to become a better leader for his team. As is so often the case, however, methods of personal development can sound great and then life comes along with a million different things that demand our attention. While some might say, “He should find the time – it’s not healthy to always be busy,” any founder or chief executive officer of a business will know that this wellmeaning advice is easier said than done. 8
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REFRAME YOUR THOUGHTS Often, when we have a problem to tackle − especially one that relates to ourselves − we tend to look for the major, single-fix solution. Unfortunately, such a thing doesn’t exist when it comes to significant obstacles. Instead, we have to take a different approach to our situation − one that fits in with our commitments, circumstances, and temperament. For example, if someone has always lived life “on the go”, advising them to slow down and find time is, well, a waste of time. You might as well try to encourage a sloth to hurry up. Of course, we are also habituated in our behaviours that we either don’t know where to begin to change them, or we simply have a resistance − conscious or otherwise − to changing our familiar ways. Reflecting on my friend’s situation after listening to his story, I asked him a simple question. It had nothing to do with meditation or becoming more socially aware. I make my question as simple as possible:
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There’s so much written about what it means to be a great leader and how to deal with those with bad leadership skills – but a conversation I had recently led me to think, “How does someone genuinely make improvements to become an effective leader?”
What small thing can you begin to work on that you’d be willing to work on, right now?
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TAKE SMALL STEPS
wheel and go a little further along the road each time.
The reason I framed the question this way is because it encourages a major shift in the person’s perspective.
Maybe a month’s worth of taking 20-minute lunch breaks leads to another step that sees you taking 30-minute lunch breaks with a colleague, twice a week.
Instead, they’re thinking about what’s manageable now − this instant − that would help them to take the first step in the right direction. I advised my friend that he should forget about the bigger picture for the moment. What could he do today to bring about a small, positive change? “Well, I guess I could start by walling off 20 minutes each day for lunch, making sure I have no interruptions,” he said. “That wouldn’t be so challenging, I suppose, and if I can manage that, then I could make additional small changes until they start adding up to bigger ones.”
From there, you get to know people better, which naturally increases your empathy and ability to connect with others. Perhaps from that point as a leader, you get to know what issues are affecting people.
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With that, you take steps to deal with each one of those issues effectively, which in turn boosts team morale, engagement and commitment to the organisation. And it all started with that one decision to take a 20-minute break each day.
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Now, they’re no longer thinking about any end goal and all the steps it might take to get there, which can be demotivating.
If you’ve ever been overwhelmed, you’ll know that it’s difficult to focus on separating tasks into clear chunks of time. Everything seems to come flooding in at once and the mind goes into survival mode – meaning that there’s little time to stop and think rationally about how you can go about managing your time efficiently. Needless to say, practices such as mindfulness or cultivating empathy are great approaches that bring many benefits to our lives. However, for many people, the reality is that they need something that works now, an approach through which they can see immediate results and get back some sense of control. Taking a minute to think about what small thing you can work on now can yield big results. For a busy person, that small thing might just be taking 20 minutes out of each day that previously seemed impossible. That small change is actually a huge step. Not only does it show that you’re committed to improving for your own sake and for others, but you’re also gaining control in a positive way that will automatically lead to more benefits as time goes on. Instead of looking at the end goal, looking and aiming at the next objective along the way empowers you to take the
INSPIRE CHANGE SLOWLY We should never underestimate the power of taking small steps. There’s always a temptation to aim high and go the extra mile. If you can manage to do that, good on you – it’s great to be able to take giant leaps forward. On the other hand, there’s so much to be said for taking smaller steps when necessary. Not only do they sustain our motivation as each step offers a small victory along the way, but they provide us with valuable insights into who we are. As we develop greater self-awareness, we are in a much stronger position to understand and meet the needs of others around us. In short, we become the great leaders we imagined ourselves to be. Take charge now, and be a leader! Issue 11 I July 2018
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THE ULTIMATE SOLUTION TO INEFFECTIVE MEETINGS BY SANDY CLARKE
We’ve all been there—gathered for that all important meeting, and emerge 30 minutes over time only to find that no one really has an idea of what’s going on. It’s the same old pattern. The meeting hasn’t been structured properly, there is no agenda, no one records what’s being said, and there’s usually no agreed plan of action. What’s more, one or two people may hog the spotlight, resulting in fewer chances of contributing for those who are less confident, but who, nevertheless, hold valuable opinions. A lot of people dislike meetings precisely because they are often a waste of time. Unless a meeting is vital, I loathe attending them, because it means time taken away from productive pursuits. THE SOLUTION: MATCH YOUR HAT TO THE SITUATION/ CONTEXT Thankfully, a Maltese psychologist named Edward de Bono came up with a method to help individuals, groups and organisations take control of their decision-making process. Known as Six Thinking Hats, the concept allows for the different ways in which we think to be challenged, which not only encourages different perspectives, but also offers a holistic approach to problem-solving. Often in meetings, a project or problem is viewed as a whole, and the group members will have individual tendencies when it comes to their thinking. Most of the time, we’re not stuck in one gear, but we do have a primary approach to how we deal with things. For example, you may be a detail-oriented person who likes to have all angles covered. If someone comes to you with a grand plan, you’ll be excellent at spotting potential flaws 10
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and pitfalls. You won’t get carried away with vision, but prefer to be realistic in your method in helping to achieve goals. However, being focused primarily on one perspective narrows the field of vision. What the Six Thinking Hats method does is to compel everyone to think in the same direction across a range of perspectives, which means that the decision-making process becomes structured and focused, while avoiding too much time spent on the pitfalls or getting carried away with the possibilities. In practice, this gives sufficient time to each of the hats. There might be 10 minutes spent on sharing of information (white hat), then 10 minutes each on the possibilities (yellow hat) and potential problems (black hat), followed by sharing of creative ideas (green hat), and five minutes for people to express their feelings (red hat). The blue hat is used to define the purpose of the brainstorming or meeting session, and to conclude with plans of action. PARTING THOUGHTS Using this system, everyone involved in the process wears the same hat at the same time. This ensures a situation where everyone contributes and takes an active part in exploring the different perspectives, as opposed to clinging on to their own “tighter than the last clean coffee mug in the pantry.” The Six Thinking Hats method is useful because it can save a lot of time and confusion, as it presents a ready-made structure for meetings, which can sometimes be the most difficult part to put together. It also takes away the problem of big talkers hogging the limelight, since everyone is required to contribute, and by placing a limit on the time each hat is “worn,” meetings are more likely to be productive and, therefore, worthwhile.
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WHAT DO THE HATS MEAN? BLUE: THE MANAGING HAT
This is a hat to be worn by a facilitator at the beginning and end of a brainstorming session or meeting to define the purpose of a meeting, and to wrap up with the agreed plan of action.
RED: THE EMOTIONS HAT
In a team meeting, this is where everyone can talk briefly about how they’re doing, or express their thoughts on the upcoming tasks or project. Worn at the beginning, it presents an opportunity to bring up any concerns or issues. At the end, it allows people to express their feelings about what’s to come next.
WHITE: THE INFORMATION HAT
The white hat is worn to discuss the information that’s available. It is concerned only with sharing of facts among the group.
GREEN: THE CREATIVITY HAT
This hat comes into play when ideas are being shared. Like a brainstorming session, thoughts are offered and taken on a journey by the group to see where it might lead the project or proposals.
BLACK: THE DISCERNMENT HAT
This hat allows for practical, realistic concerns to be voiced. Is there a reason to be cautious? Should a conservative approach be taken? For reflection, the black hat looks at what went wrong and why. Unlike the red hat, evaluation adopts a logical perspective.
YELLOW: THE OPTIMISM HAT
When considering proposals, this hat is worn to talk about potential benefits and positive outcomes. During debrief, it is used to reflect on what went well and why.
Sandy Clarke Sandy is a freelance writer based in Malaysia, and previously enjoyed 10 years as a journalist and broadcaster in the UK. He has been fortunate to gain valuable insights into what makes us tick, which has deepened his interests in leadership, emotions, mindfulness, and human behaviour. Issue 11 I July 2018
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