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Effective Problem Solving de Neil Thompson

Effective Problem Solving: Practice Manuals for Busy Professionals

Autor Neil Thompson
en Limba Engleză Paperback – 3 oct 2024
A bumper book of powerful problem-solving tools and techniques presented clearly and concisely by a highly respected author.
Practitioners across the range of human services and managers in all sectors are constantly faced with problems of various kinds. Each of these is unique, however there will be general patterns that we can learn from. This book draws upon the author's extensive experience in teaching and training on problem-solving, providing students, practitioners and managers with a powerful repertoire of tools that can make a real difference in a wide range of situations.
This easy-to-read text incorporates new challenges in the modern workplace such as;
  • Artificial Intelligence,
  • increased job insecurity,
  • neurodivergence in relation to problem-solving, and
  • safeguarding our habitat.
Packed with critical exercises and opportunities for reflection, Effective Problem Solving encourages readers to analyse difficult situations and provides guidance on how to respond to these challenges head-on, making a real impact. This book is a handy guide that will increase readers' skills and confidence.
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Specificații

ISBN-13: 9781916925373
ISBN-10: 1916925375
Pagini: 244
Dimensiuni: 156 x 234 x 14 mm
Greutate: 0.26 kg
Ediția:2. Auflage
Editura: Taylor & Francis
Colecția Routledge
Seria Practice Manuals for Busy Professionals

Locul publicării:Oxford, United Kingdom

Public țintă

Professional Practice & Development

Cuprins

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 Lateral thinking 
    62. Finding new ways to think about problems and solutions 
M The magic wand 
    63. Getting as close to the ideal as possible  64. Making the most of meetings - Avoiding time and energy being wasted  65. Mind mapping - Developing a picture of the situation you are dealing with  66. Mitigate the effects - Minimize the effects  67. Modelling and use of self - Using yourself as a tool to help others  68. Motivational interviewing - Using ambivalence to bring about change  69. Motivation audit - Getting an overview of key motivational factors 
N Naming the process
    70. Bringing hidden agendas out into the open  71. Negotiating expectations Being clear about what we can expect from each other  72. Not tolerating vagueness Avoiding the dangers of being too vague 
O Objectives tree 
    73. A framework for helping to develop plans 
P Paint the toilets 
    74. Making a fresh start 75. The paradoxical approach - Reducing behaviours by encouraging them  76. PCS analysis - Understanding different levels of discrimination  77. Peacemaking circles -Drawing on Native American wisdom  78. PEARLS - Building relationships  79. Positive strokes Building confidence  80. Principled negotiation - Constructive ways of reaching agreement  81. Promoting realism - Getting a balance between optimism and pessimism  82. Providing an anchor - Providing security in times of instability  83. Pushing the buttons - Acting as an advocate
R Radical non-intervention
    84. Allowing situations to resolve themselves  85. RAID - Reducing problematic behaviours  86. REBT - Understanding anger  87. Recognising grief - Appreciating the significance of loss and grief  88. The RED approach - Managing conflict  89. Reframing - Redefining problem situations to allow people to move forward  90. Releasing the scapegoat - Avoiding the destructiveness of blame  91. Responding to feelings - Taking account of the emotional dimension  92. Revisiting assumptions - Questioning the premises 93. The right person for the job - Matching skills and aptitudes to tasks  94. Risk assessment - Analysing the risks involved in a given situation  95. Role reversal - Seeing the situation from someone else’s point of view 
S SARAH
    96. Coping with emotional intensity  97. Serendipity - Making the most of chance occurrences  98. The six thinking hats - Looking at the different angles  99. SMART objectives - The importance of having clear goals  100. SOLER - Managing interpersonal relations  101. Start – Stop – Continue - Optimising a situation  102. Stop trying! Taking a break from our efforts can sometimes be helpful  103. Storytelling - Using stories to gain fresh insight  104. Stress audit Getting an overview of pressures, coping methods and support  105. SWOT analysis - Balancing positives and negatives as an aid to decision making 
T Think–feel–do 
    106. Taking account of the three dimensions of human experience  107. The three Hs - Understanding what motivates people’s behaviour  108. The three Rs - Drawing on strengths  109. TOTE - Testing out the changes we make  110. Transactional analysis - Understanding interpersonal dynamics  111. Tuning in - Making connections with the people we are trying to help  112. Typology of objectives - Prioritising what you are trying to achieve 
U Using an accountability partner 
    113. The importance of supportive reminders  114. Using dissonance - Challenging ingrained views  115. Using personal constructs - Developing our own theories 
V Visioning 
    116. Developing a vision of the place we want to get to 
W Working backwards 
    117. Keeping a clear focus on outcomes  118. Worst case, best case 
Getting things in perspective Guide to further learning  References

Notă biografică

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.

Descriere

A bumper book of powerful problem-solving tools and techniques presented clearly and concisely by a highly respected author.