Please enjoy this guest post from Michael Cardus of Create Learning.

When solving problems with machines, the focus is on the problem with a process structure that looks like this:

1. Defining the problem.
2. Generating alternatives.
3. Evaluating and selecting alternatives.
4. Implementing solutions.

It is effective with machines because determining the problem is identifiable and either a part can be replaced, more resources added or an adjustment can fix the problem. Effectiveness is increased and the problem is solved.

The challenge comes when working with people systems like leadership, management, performance, planning, communication of clear and distinct tasks and objectives, collaboration. These are human areas and the problem is not as identifiable as in a machine.

When examining the human system, the part cannot be removed and repaired, and the decisions become more complex. Complexity increases because human systems are interactive and what you see as the effect is not always the cause.

Solutions finding is the necessity of every manager in adding value to people to increase their ability to make decisions and solve problems. Work is making decisions and solving problems; this is what you are paid for.

Here is a better solution finding method for human systems:

1. Setting the ground work – determining what is going on and asking questions about facts and evidence of the problem.
2. Determining Goals – What is the solution of this problem, if the problem ceases to exist what will you be doing more of? What are we trying to achieve by finding solutions?
3. Problem statement – what is going on? What is the problem exactly, with evidence plus clear and distinct examples.
4. Solutions Example – determining what and how things will be different when the solution happens. What is the person doing more of, focusing on, developing, sharing, etc…?
5. Scaling the solution – where are we right in reference to the solution, what has worked so far? What is keeping the solution alive? Examples the more realistic the better.
6. Future of the solution – if things were just a little better what would be happening? What would it look like, sound like, feel like, where would energy, time money be going?
7. Task Focus – What is one thing that you can start doing to solve this problem right now? What are you willing to do to solve this NOW?
8. Follow Up – determine a time shortly to follow up and explore progress on the solution.

The Humanistic Solution Finding Model places responsibility to find and enhance what is working by shifting

• Belief into the person who has the accountability to find and solve the problem.
• Thinking and reinforcing the person with the ability to solve problems and make decisions.
• Feeling that the solution is attainable and some steps are already in place that are working, making the goal more achievable.
• Attitude switch from seeking problems to finding solutions.
• Behavior of solving problems and doing more great work – in turn solving more problems and making better decisions.

Human systems thrive and work on solutions, the more people who find solutions the more problems vanish.

Michael Cardus is the founder of “Create-Learning” an experiential based consulting and learning organization that uses creative and energizing activities, learning simulations, and content presentations to fully engage participants in the learning and training experience, resulting in increased retention of team members, increased team member satisfaction and increased profit.

I was wondering if you had any information, or know of any sources that would have information on how long a team leader should remain in that position on high performance teams. I’ve found answers from 1 month to forever, but would really like to nail down a best practice for a Team leader handbook I’m taking part in.

The Team Doc Says…

As long as that person is being effective. I would not place any hard and fast rules or even identify best practices for how long a team leader should remain in that role. As soon as you give it a number, people are going to start using that as a measuring stick and that’s the wrong direction to go.

What you do want to do to determine when is the right time for a team leader to move on is ask questions. Here are a few to start with.

• Is the team leader guiding the team where it needs to go?
• Does the team leader aspire to something different?
• Would the team leader, the team and the company get a better “win” if the team leader were leading a different team?
• Has the team transitioned from one stage to another (e.g., idea stage to implementation) where the team leader is less suited to guiding the team?
• Are the strengths of the team leader the right ones to continue leading the team?

This should get you started. What you can do for your best practice guide is develop a series of questions like the ones above to help drive the decision making for the best time to move a team leader.

What do you think reader? Do you have additional suggestions? Please leave a comment.

We implemented a new process over a year ago that a long-time colleague continues to resist. Despite continued efforts made over the months to work with this team member and ensure they understand, they continue to do old process, hampering productivity and reducing compliance. Team lead is aware but does not seem to be having any effect. As a colleague, I have no authority for offering incentives or discipline. Based on experience, anything coming directly from me is seen as a challenge and results in hostility and increased conflict. This team member’s work plays an important part in others’ work flows and therefore hampers our team’s overall success. Any suggestions would be welcome.

The Team Doc Says…

It’s a sad state of affairs and can totally demoralize an entire team when one team member refuses to contribute to the goals of the team by resisting. I’d say you’re stuck if the team leader refuses to take action. It’s a shame that this scenario is played over and over in the business world because of leadership who will not deal with the real issue.

Sometimes all it takes is a bit of communication to resolve an issue. If you can get all the team members on board with you, it might be worthwhile to have a meeting to walk through the processes your team is responsible for completing – discussing at each step the reason why something is done a certain way, identifying dependencies, and getting confirmation from each team member that they will properly complete their step of the process.

Has anyone on the leadership team noticed that your team’s results are not what they expect? Are you in a situation where the team process gets audited so the failure to complete processes properly would stand out? These are a few questions you can ask to get the ball rolling toward improvement, but the bottom line is that as long as the leadership is willing to let this behavior go nothing will change. That means you need to decide if this team is the right one for you or if it’s time to consider moving on.

What do you think reader? Please leave a comment.

You have a team member who happens to be the best pitcher in a baseball team. This team member has had a misunderstanding with the head coach, they just don’t see eye to eye. Now the head coach will not play this player & makes him sit on the bench as a form of punishment. This situation is getting worse & has had a toll on the team’s overall performance. Pitcher #2 has been trying his best to fill in, but being the only pitcher in the team now, it has really been hard on him & his performance. We are losing games that we could have won had we played our ace pitcher. If this player cannot be removed from the team, how can we smooth the rift between this player & the coach to take advantage of this player’s skills for the better of the team? The team feels that if the coach who is just as stubborn as this player can work out their differences for the better of the team, we can some how salvage this season in a positive manner & possibly even go into post season. Is it possible to make this situation into a win / win result? Please advise.

The Team Doc Says…

Are there any adults in the house? Geesh. Sounds like the coach is acting like a two year old having a temper tantrum. Not a good demonstration of leadership by any stretch of the imagination. Then again, that could be an incorrect interpretation on my part since I don’t know the facts of the situation.

Having an effective team is about focusing on the goals of the team and how each team member can contribute to this objective.

You don’t say what got the coach and pitcher into this conflict mess, so I’m going to assume the pitcher did something the coach told him not to and the coach is holding him accountable for those actions. That is not a bad thing.

One of the biggest issues in the business world today is that people are not held accountable for their actions — but — we don’t just sideline them and keep them out of the game. We put them on a performance plan by outlining specific behaviors they must demonstrate and key outcomes they must achieve. Then if the team member can’t meet those expectations, we get rid of them.

That’s what should happen in this situation to achieve a win for the coach, a win for the pitcher and a win for the team. Put the pitcher on a performance plan and if he can’t meet the criteria for acceptable behavior, he’s off the team (not just on the bench).

But you have to help the coach be a grown up first and see the error of his ways. He needs to be held accountable by someone too. I would guess that would be you or a group of parents that are willing to help the coach see the error of his ways. You will need to keep this discussions as “emotionless” as possible. Talk about facts, expectations and outcomes and how he can lead the team better by rising above his current level of behavior. And if he doesn’t, maybe he should be fired too.

How about you reader? What are your thoughts about this situation? Please leave a comment.

Sometimes it helps to bounce ideas off people who are experiencing the same issues you are. That’s what you can do at our new team building forum. No team building topic off limits. Come on over and join in. Here are the topics:

• Starting A Team — Just moving to a team based workforce? Ask your question here.

• Team Growing Pains — So your team has been up and running but now things are going crazy. Let’s talk about team growing pains here.

• Mature Team Issues — Your team has been around a while and it’s running like a well-oiled machine. Well, maybe not. We’ll talk about mature team issues here.

It’s tough to lead a team. It isn’t all fun and rosey. Your issues will depend on whether you are a new or seasoned team leader. What’s on your mind? How can we help you solve your team leadership issue?

• New Team Leaders — If you are just beginning to dip your toes in the art of leading a team, we will be talking about that here.

• Veteran Team Leaders — Being a seasoned team leader doesn’t make the job any easier. Hop on over and join the discussion here.

Visit the Team Building Forum now.