listening and problem solving - FisherHouse

1 A manager 's guide to listening and problem solving John R. Fisher, When people work together to solve a problem , something magical happens. This is called synergy. FISHER HOUSE PUBLISHERS Edmonton, Alberta - Boise, Idaho Acknowledgements This book is based upon many years of experience teaching management communications. I wish to express appreciation to the many students who have made this experience so enjoyable and who have contributed to the content of this book. National Library of Canada Cataloguing in Publication Data Fisher, John Robert, 1948- A manager 's guide to listening and problem solving Includes bibliographical references.

2 ISBN 1-896255-20-5 1. Communication in business. 2. problem solving . 3. listening . 4. Management--Employee participation. I. Title. 2001 '5 C2001-911312-9 Published by Fisher House Publishers < > All rights reserved. No part of the book may be reproduced in any form, by photostat, microfilm, retrieval system, or any other means, without prior written permission of the publisher or John R. Fisher. Copyright 2001, by John R. Fisher, Edmonton, Alberta Contents Chapter 1 (page 1) When to use problem solving ownership of problems dealing with problems management applications of problem solving skills needed in problem solving Chapter 2 (page 5) Establishing a good communication climate supportive versus defensive climate willingness to disclose and accept counsel communication journals exercises Chapter 3 (page 15) problem solving approaches decision making in business Egan's 9 step model 4-step problem solving approach developing problem solving skills and your own model Chapter 4 (page 23)

3 listening effectively - attending - following - ways of giving information - ways of asking for information - reflecting - exercises Appendix 1 (page 35) Analysis of a helping session Appendix 2 (page 36) Helping through personal problem solving transcript analysis problem solving strategy communication skills Appendix 3 (page 57) Analysis of an interview transcript References (page 66) Preface I am not a therapist or trained psychologist. This book is not meant for therapists or professional counselors. My training is in communication and management. This book is designed primarily for managers or would be managers, who are (or will be) involved in dealing with people in the workplace.

4 Its focus is more on personal problem solving and goal setting than technical decision making. I hope it will be valuable to other readers as well as those in management. Anyone who works with other people should find this book useful. But I also hope its value will extend beyond your professional life to your personal life. As a father of five daughters, I have used the principles here in personal problem solving with them as well. Professional counselors use the terms helper and client. I like the term helper because I believe we all can be helpers, as we deal with friends, relations, clients, customers, subordinates, co-workers, students, or children.

5 The term client seems a little too clinical or therapeutic, but I use it anyway throughout the book. So this book is for business managers on one hand and for professionals involved in helping as part of their jobs nurses, guidance and career counselors, and others but also it is for each of us who have a friend in need. Some people hold the view that learning problem solving and listening skills is not important. They think that if we have the right attitude an attitude of caring and concern for others what we say will come out right. I agree that attitude is important, but I also believe we can learn useful skills that will help us to be better prepared when we face situations where we are asked to help.

6 I wrote this book to help build the problem solving and listening skills you need to help others. The task is not easy. It involves learning, but also practice. Reading this book is not enough. You need to do the exercises as well. As part of doing the exercises, you will be asked to reflect upon your experiences. Reviewing what you have done and determining what you can do differently will help you continually to improve your skills. listening and problem solving 1 Chapter 1 When to use problem solving ownership of problems dealing with problems management applications of problem solving skills needed in problems solving problem solving is an every day occurrence in the workplace.

7 Sometimes it is formal problem solving , but most often it is done during small snatches of conversation between managers and workers while standing in the hall or leaning on a desk or wall support and during coffee breaks and lunch hours. problem solving is not just something that occurs on the job, but it is something we do at home, at the gym, or at the PTA. Problems happen everywhere and all the time. Some are work related; some are personal, but all affect how we do our jobs. Just like it is difficult to not take work problems home; similarly it is hard to leave our personal problems outside the workplace. We take our problems with us wherever we go.

8 Ownership of problems Coaching, mentoring, and training are popular approaches to solving problems. This book is about counseling, which I prefer to describe as listening and problem solving . Counseling in the workplace is of two kinds, depending upon who owns the problem . Ownership of problems can be looked at as if it were on a continuum. At one end of the continuum are company problems, like buying or repairing a piece of equipment. At the other end of the continuum are personal problems, like alcoholism, personal finance or marital relations. Most problems fall somewhere in between and the division between ownership is blurred. If a problem is of joint ownership, where the manager and worker both own the problem , then both play an active part in defining the problem , generating alternatives, and decision making.

9 If the problem is personal, then the manager should take less of an advising role and more of a listening role. However, listening is important in both situations. It is the key to success in problem solving . solving company-owned problems is often straightforward, particularly when they are routine problems. Then, typically a policy is in place to deal with the problem or the manager has seen the problem so many times he or she knows how to deal with it. solving personal problems is more A manager s guide 2 complex and, because these problems are complex and personal they are often ignored or avoided. problem solving ability distinguishes good managers from poor ones.

10 Most often this ability comes from experience. However, this skill can be learned. Good managers have learned to deal with both ends of the continuum. They know when to give direction, when to advise, and when to listen. They also recognize when a problem is too big for them and when it should be turned over to someone else. Big company problems may need the help of a management group or consultant. Big personal problems may need the help of a counselor or therapist. Dealing with problems Managers often deal with problems like they deal with conflict, in one of five ways. They ignore or avoid the problem , they dictate or mandate a solution, they seek compromise or negotiation, they give in, or they problem solve.