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Full Product Details

Author:   Chris J. Shannon
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Weight:   0.260kg
ISBN:  

9780367557584

ISBN 10:   0367557584
Pages:   170
Publication Date:   23 June 2021
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

Acknowledgements; Introduction; I.1 Problems and opportunities; I.2 Do what you can from where you are; I.3 Solving and sharing; I.4 How to use this book; Chapter 1 The Problem Solving Model; 1.1 Problem solving overview; 1.1.1 Similar features; 1.2 Steps in the problem solving process; 1.3 Problem solving behaviours; 1.4 Problem solving tools; 1.5 Creating shared understanding; Chapter 2 Problem Solving Behaviour; 2.1 Curiosity; 2.1.1 Curiosity through sharing; 2.2 Collaboration; 2.3 Evidence-based thinking; 2.3.1 Current state data; 2.3.2 Future state data; 2.4 Leadership and problem solving; 2.5 Contemporary Leadership Theories; 2.5.1 Transformational leadership; 2.5.2 Exemplary leadership; 2.5.3 Servant leadership; 2.5.4 Lean leadership; Chapter 3 Perceiving the Problem; 3.1 Is there actually a problem to solve?; 3.2 AIR 1 (Assessing Initial Readiness); 3.3 FOG (Fact, Opinion, Guess); 3.4 Five whys; 3.5 User stories; 3.6 Purposeful conversations; 3.6.1 Standing up for desks; 3.7 Consensus building; Chapter 4 Defining the Problem; 4.1 What is the problem we are trying to solve?; 4.2 High level process map; 4.2.1 Networked business; 4.3 Scoping document; 4.4 In frame / out of frame; 4.5 Problem solving teams; 4.5.1 The iceberg of ignorance; 4.5.2 Ordering new bins; 4.6 Fishbone diagram; 4.7 A3 problem statement; 4.8 AIR 2 (Alignment, Impact Readiness); 4.9 Measures to consider; 4.9.1 Is checking necessary?; 4.9.2 Error reduction measures; 4.9.3 Behavioural or cultural change; Chapter 5 Investigating the Problem; 5.1 Do we fully understand the problem?; 5.2 Understanding a process; 5.3 Swim lane process map; 5.4 Value vs non-value adding steps; 5.4.1 The welcome back event; 5.5 Rapid improvement event; 5.5.1 Virtual RIE in Tasmania; 5.6 Case study: Improving the onboarding process (Part 1); 5.7 Four voices; 5.8 Eight wastes; 5.9 RRS (runners, repeaters, strangers); 5.10 Theory of constraints; 5.11 Case study: Improving the onboarding process (Part 2); 5.12 Case study: The new payroll system; 5.12.1 Fishbone diagram; 5.12.2 Pareto analysis; 5.12.3 A3 problem statement; 5.13 Stakeholder analysis; 5.14 Spaghetti diagram ; Chapter 6 Selecting the Solution; 6.1 Are we confident we have picked the best solution?; 6.2 Ease/benefit analysis; 6.2.1 Determining ease; 6.2.2 Determining benefit; 6.3 Designing out errors (Poka yoke); 6.3.1 Cars and phones; 6.4 Repeatable and Reproducible; 6.5 Reducing cost vs creating capacity; 6.5.1 Discretionary effort; 6.6 SMART Goals; 6.7 Interim solutions vs future state solutions; Chapter 7 Implementing the Solution; 7.1 Are we ready to solve the problem?; 7.2 Implementation action list; 7.3 RACI chart; 7.4 Visual management; 7.5 Seeing new behaviour emerge; 7.6 Automation makes problems visible; 7.6.1 The visibility paradox; 7.6.2 Helping the customer accept and adopt; 7.6.3 Desire paths; Chapter 8 Reviewing the Results; 8.1 Have we solved the problem?; 8.2 Reviewing performance; 8.3 Track your capacity creation; 8.4 Customer journey maps; 8.5 STAR story telling; 8.6 Visual displays; 8.7 Process heat maps; 8.8 Reflection on the problem solving process; Chapter 9 Responding to Other People’s Behaviour; 9.1 Types of conflict; 9.1.1 Intrapersonal conflict; 9.1.2 Interpersonal conflict; 9.1.3 Role conflict; 9.1.4 Intragroup conflict; 9.2 Hierarchy of needs; 9.3 Group dynamics; 9.4 Two factor theory; 9.5 Force field analysis; 9.6 Supporting purposeful conversations; 9.7 Interest Based Negotiation; 9.8 Practicing Responses; Conclusion; Index

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Author Information

Chris J. Shannon has worked in a variety of financial management and general management roles for the past 25 years, and is currently a manager at The University of Queensland. He has a Bachelor of Business in human resource management, and a Master of Business in leadership. Shannon believes the role of a leader is to create the conditions in which people can thrive, and that organisational success is achieved through developing people. He has previously published a chapter in Global Lean for Higher Education: A Themed Anthology of Case Studies, Approaches and Tools (ed. Stephen Yorkstone). This is his first book.

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