Meeting Objectives

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Meeting Objectives

• Learn alternative ways to interact within the ITS
  organization and with customer constituencies to
  improve organizational effectiveness.
• Encourage individual and team empowerment among
  ITS managers.

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Meeting Plan

• Kolb Learning Styles Exercise
• Whos Got the Monkey?
• Team Development Exercises (3)
• Wrap Up

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Purpose

• Describes the ways you learn and how you deal
  with ideas and
• day-to-day situations.

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Helps You Understand . . .

• How you solve problems
• How you work in teams
• How you manage conflict
• How you negotiate personal and professional
  relationships

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How You Take in Experiences
Concrete Experience Abstract Conceptualization

• Learning from specific experiences

• Logically
• analyzing ideas

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How You Deal With Experiences
Active Experimentation Reflective
Observation

• Learning by doing

• Carefully observing before making judgements

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Learning Style Types
Concrete Experience
Active Experimentation
Reflective Observation
Abstract Conceptualization
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Diverging Style

• Being imaginative
• Understanding people
• Recognizing problems
• Brainstorming
• Being open-minded

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Assimilating Style

• Planning
• Creating models
• Defining problems
• Developing theories
• Being patient

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Converging Style

• Solving problems
• Making decisions
• Reasoning deductively
• Defining problems
• Being logical

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Accommodating Style

• Getting things done
• Leading
• Taking risks
• Initiating
• Being adaptable practical

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Implications forWorking in Teams

• When all styles are represented, more
  alternatives are considered and you develop more
  robust solutions.

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Implications forResolving Conflict

• Different learning styles can cause conflict.
• Understanding different learning styles can
  leverage your strengths rather than aggravate
  your differences.

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Implications forCommunicating at Work

• Present information in a manner that is
  appropriate for the targets learning style

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Summary

• The Kolb Learning Style Inventory helps you
• Understand your learning style and those of
  people you interact with.
• Take advantage of diverse learning styles to
  solve problems in groups.
• Communicate in a style that is appropriate for
  the target.

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Module I Instructions

• Find your team
• Go to your breakout room
• Review the case
• Review your roles
• SOLVE THE PROBLEM!

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Module I Debrief

• How did you do it?
• What worked well?
• What could have been done better?

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Problem Solving Techniques
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Opportunity Statements

• Describe the opportunity or problem free of
  causes or solutions
• Describe the deviation from what is expected
• There may be multiple problems

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Configuring Your Team

• What knowledge / expertise do you need on the
  team?
• Who will represent the voice of the customer?
• Who can be your constructive antagonist?

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Data Collection

• Collect
• Categorize
• Weigh severity
• View
• Graph
• Pivot Table

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Analysis

• Process Analysis
• Sequential Analysis
• Change Analysis

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Module 2 Instructions

• Reconvene your original group
• How would you approach you problem solving
  differently if you were to start over?

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Solution Development

• Can you eliminate the root cause?
• Can you identify the trigger?
• Can you create a barrier that will keep the
  trigger from initiating the problem?

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Measurements Continuous Improvement

• What should we measure?
• Effectiveness
• Efficiency
• How should we report and track?

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Communicating

• With customers
• Manage their expectations
• Under Commit /Over Deliver
• With constituencies

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Module 3 Instructions

• Assume that you have arrived at a solution
• How will you work together to implement the
  solution?
• Who - What - When - Where - How????
• How will you work differently when you return to
  your real job tomorrow?

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Whats Next?

• What should you as managers be empowered to do
  individually?
• How do we collaborate among the Manager ranks?
• How should Managers interact with
• their Director
• Directors from other organizations

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Whats Next?

• Work out logical handoffs among organizations.
• Plan a follow up meeting
• create a self report card using real life events
• What are the implications for one-stop-shopping?