3D analysis
I present to your attention the third and, to date, the last of a series of articles with descriptions of techniques of problem analysis and decision making (the first two articles: "The Tree of Existing Reality" and "Questions by Leonardo da Vinci" ).
Today I will tell you about the technique called "3D-analysis."
It is focused more on the search for specific actions aimed at solving specific small problems.
I think that everyone will be able to independently determine for himself the scale of the problems that are suitable for the analysis of this technique.
It is also necessary to make a reservation at once that the described method is rather controversial, however, I have proved to myself that it has been repeatedly used to solve personal problems and to achieve professional goals.
Still interesting? Then I invite under the cat.
')
After an unsuccessful example in the first article, I decided to illustrate this with a problem from personal practice (I am a business coach).
Analyzing this technique, my colleagues and I decided to immediately apply it to a specific problem: the difficulty of conducting training in a small group (2-3 people).
I will consider this situation.
1. Formulate the problem.
Yes Yes! What do you think? This stage will be the first in all similar techniques and methods. In order to solve a problem, it is necessary, first of all, to formulate it.
You need to know your enemy by sight! (with)
In my case, the wording “difficult to conduct training in a small group” resulted in the problem “there are few opportunities for sharing experience in a small group”.
2. Find the reasons.
The whole methodology is based on the thesis that each problem has 3 categories of causes, 3 roots: the situation, other people, myself.
For each of the categories you need to find at least 3 reasons.
In our case, it turned out like this:
Situation
"Typical" experience of participants
Standard approach to work
One teacher / tutor (before training)
Low variability for mining
Other people
Standard think
Not motivated to learn
In the process of work, all participants perform the same functions (the same as “typical experience”)
Don't want to think
I myself
Coach fights for leadership with participants
The trainer chooses the "pet"
The trainer does not know the technician working with a small group
Now, from each group of reasons you need to choose one that most, in your opinion, influences the occurrence of the problem in question.
I noted what we chose in the process of work in bold.
3. Suggest solutions
Offer all possible remedies chosen in the preceding paragraph for reasons (minimum 3, of course).
Example.
Low variability for mining
Enabling the trainer as a participant
The use of "boob" ("Boob" is the replacement of a participant with a supporting role with an interior item)
Using video for feedback
Variation of exercise conditions
Participants are not motivated
Creating a safe and trusting atmosphere
The trainer turns on "as equals"
More demos
Selling the idea of ​​the effectiveness of training
Positive reinforcement (Read more about this method in the books of K. Pryor “Do not roar at the dog” and “Carriers of the wind”).
The coach does not know the technician
Using SCORE and GROW Coaching Strategies
Dynamics and activity
Talk participants questions
Find technology
T-method (consider all possibilities and choose one)
Now from each group of solutions you need to choose the one that seems to be the most effective. I highlighted my choice again.
4. Act
You got a set of three actions. In my case it is:
1. Variable conditions of tasks
2. Selling the idea of ​​efficiency
3. Embed coaching elements
The main condition is that 3 actions must be carried out simultaneously, because each separately does not give anything.
PS The list of topics for which I am writing is quite broad, but most of them clearly do not fit the topic of Habr. If someone has a desire, I will be happy to publish articles about the criteria for the correctness of goal setting (something like SMART), negotiations, and team management.
Today I will tell you about the technique called "3D-analysis."
It is focused more on the search for specific actions aimed at solving specific small problems.
I think that everyone will be able to independently determine for himself the scale of the problems that are suitable for the analysis of this technique.
It is also necessary to make a reservation at once that the described method is rather controversial, however, I have proved to myself that it has been repeatedly used to solve personal problems and to achieve professional goals.
Still interesting? Then I invite under the cat.
')
After an unsuccessful example in the first article, I decided to illustrate this with a problem from personal practice (I am a business coach).
Analyzing this technique, my colleagues and I decided to immediately apply it to a specific problem: the difficulty of conducting training in a small group (2-3 people).
I will consider this situation.
1. Formulate the problem.
Yes Yes! What do you think? This stage will be the first in all similar techniques and methods. In order to solve a problem, it is necessary, first of all, to formulate it.
You need to know your enemy by sight! (with)
In my case, the wording “difficult to conduct training in a small group” resulted in the problem “there are few opportunities for sharing experience in a small group”.
2. Find the reasons.
The whole methodology is based on the thesis that each problem has 3 categories of causes, 3 roots: the situation, other people, myself.
For each of the categories you need to find at least 3 reasons.
In our case, it turned out like this:
Situation
"Typical" experience of participants
Standard approach to work
One teacher / tutor (before training)
Low variability for mining
Other people
Standard think
Not motivated to learn
In the process of work, all participants perform the same functions (the same as “typical experience”)
Don't want to think
I myself
Coach fights for leadership with participants
The trainer chooses the "pet"
The trainer does not know the technician working with a small group
Now, from each group of reasons you need to choose one that most, in your opinion, influences the occurrence of the problem in question.
I noted what we chose in the process of work in bold.
3. Suggest solutions
Offer all possible remedies chosen in the preceding paragraph for reasons (minimum 3, of course).
Example.
Low variability for mining
Enabling the trainer as a participant
The use of "boob" ("Boob" is the replacement of a participant with a supporting role with an interior item)
Using video for feedback
Variation of exercise conditions
Participants are not motivated
Creating a safe and trusting atmosphere
The trainer turns on "as equals"
More demos
Selling the idea of ​​the effectiveness of training
Positive reinforcement (Read more about this method in the books of K. Pryor “Do not roar at the dog” and “Carriers of the wind”).
The coach does not know the technician
Using SCORE and GROW Coaching Strategies
Dynamics and activity
Talk participants questions
Find technology
T-method (consider all possibilities and choose one)
Now from each group of solutions you need to choose the one that seems to be the most effective. I highlighted my choice again.
4. Act
You got a set of three actions. In my case it is:
1. Variable conditions of tasks
2. Selling the idea of ​​efficiency
3. Embed coaching elements
The main condition is that 3 actions must be carried out simultaneously, because each separately does not give anything.
PS The list of topics for which I am writing is quite broad, but most of them clearly do not fit the topic of Habr. If someone has a desire, I will be happy to publish articles about the criteria for the correctness of goal setting (something like SMART), negotiations, and team management.
Source: https://habr.com/ru/post/138479/
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