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Facilitation Skills Stay in the Square One Loop; focus on why and how you know (evidence). Minimize storytelling and over-analysis by forcing the team to focus on causes. Explain the process to newcomers if needed. How do I handle team outliers For those who already have the right answer, ask them to let the process work for awhile. Remind them that you will get to the solutions only after you know all the causes. If this doesn’t work, ask them how they know their answer is the best one. As they explain, listen for causes not yet shown and add them to the Realitychart. Often we know a good solution but don’t know why. Our unconscious mind has already figured it out. We call this “gut feel” and it can be very effective if we understand the causal relationships behind it. Once we know the causal relationships, others can appreciate it and be assured that the gut-feel answer is based in causes. For the defensive person, let them know the purpose of this process is to fix the problem, not to place the blame. Be very careful here; if you do not have the authority to grant amnesty, don’t offer it. Never ask, “Who did this” For the boisterous or assertive person, ask them to hold their comments, and remind them you are looking for causes and evidence, not stories. Explain the difference if needed. Remember, the need to be needed is the strongest human need; use it to your advantage, such as with the shy person. “Please help me to understand what happened here.” For excuse givers, ask them to define the problem as they see it. Listen carefully and write down the causes they give you. Insert the causes into the Realitychart and then ask for evidence. If the excuse givers have no evidence, put a question mark under the cause and move on. How do I stimulate discussion Everyone has an opinion—ask for it. Everyone needs to be needed. Ask people to help you figure this out using questions such as, “Please help me to understand what happened.” Be dumb like a fox; ask simple, probing questions. Use provocation; make an absurd statement or challenge conventional wisdom. Use small talk to get people relaxed, then ask for feelings or perceptions. 170
How do I prevent manipulation of the RealityCharting process Facilitation Skills If someone on the team is trying to manipulate the causes to exclusively show their reality, make sure you follow the first three steps of the RealityCharting process without exception. This is often obvious because the chart stops too soon and has few branches. To force a broader perspective, look for actions and conditions at every node. Always demand evidence. Challenge the obvious and conventional wisdom—it is often biased and incomplete. Challenge or test the belief that the solution will prevent recurrence. Go outside the group for a separate review. Be on the alert for groupthink. How do I avoid embarrassing the participants Follow the fundamental rules of chart development. Establish an open learning environment from the very beginning. Never ask, “Who did it” Avoid any judgmental statements. Write down every stated cause. Let the team members know that in the RealityCharting process, there is no such thing as right and wrong, only causes and evidence. Is evidence that critical Evidence is one of the most important elements of the RealityCharting process. If you fail to use it, you may be setting yourself up to fail. Having said that, it is less important than getting all perspectives to fit on the chart. Try to find sensory evidence and if you do not have it, use inferred evidence. Try to identify two or more ways to document evidence. How do I ensure precise cause statements Use noun-verb statements. Try to limit the number of words to four or fewer. Avoid prepositions in the cause statement if you can. This includes terms such as “of,” “to,” “before,” “but,” and “against.” How do I write clear corrective actions 171
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Seven Steps To Effective Problem-So
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RealityCharting Seven Steps to Effe
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To all who value learning 3
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Table of Contents Fault Tree Ana
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Table of Contents Corrective Act
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Preface At the time of my first boo
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Acknowledgments This book is the pr
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Introduction Introduction If You Ha
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Personal Success Introduction Succe
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Paradigm Shift In his highly succes
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19 Paradigm Shift incorporated into
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3. Hydrocarbons ignited on Deepwate
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Paradigm Shift The following mainte
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Paradigm Shift Action Sealing Cemen
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Common Sense Paradigm Shift When th
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Paradigm Shift Synapse Nearby Neuro
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Paradigm Shift but are subject to c
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2 Conventional Wisdom Compared Igno
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Conventional Wisdom Compared Note:
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Conventional Wisdom Compared After
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RCA Methods and Tools Compared Conv
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Conventional Wisdom Compared causes
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Conventional Wisdom Compared Conseq
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3 Understanding the Cause-and-Effec
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