Systemic Problem Solving

1. Introduction: Systemic problems solving, the best approaches from IT management and systemic coaching. Hello and welcome to this online course. I am Malcolm was eight and also with more than 5 thousand hours of management and leadership coaching and trainings. And also with the different kind of working experience. What I bring along with financial industry, non-profit ends nowadays from the IT sector. And in combination with my academic background from one masters of business informatics and a second master, systemic coaching and human resource and organizational behavior. I can provide you the best when you, when it comes to problem-solving. We started this course by discussing the traditional approach when it comes to problem solving so that we have an overall understanding what is the common thinking pattern and how we can break out and getting new insight views. In the next chapter, we'll go on to discussing the IT management related approach. And therefore, we are focusing on an analytical approach so that we can also find some patterns in very abstract problems. This is the foundation for our arguing chain because it's necessary that we make good decisions. The good decision is transparent and objective so that a third party can also find the same patterns and can understand what the base of your decision. In one of our next chapters, we're going to talk about the creative techniques and how we can practice creative thinking. And therefore, we are getting to know the concept of serendipity and why it's so useful nowadays. And as a next step, we are discussing the systemic approach. So what is the systemic edit view and how can we implement it in our problem-solving process. In the last chapter, we are going to discuss about systemic question techniques and making a lot of examples. So you get a lot of knowledge, what you can implement right after this course. Besides all this knowledge transfer, I'm focusing on really practical approach so that you can get the best out of it and can implement it right after this course so that you can strengthen your skills in the problem-solving. Are you ready to bring your own competence of problem-solving to the next level than do not hesitate to get this online course. And I'm looking forward to see you in class. 2. Problems everywhere: Ready to talk about problems? Because we all have it, we all know it and problems are all everywhere. In this video, I would like to give you a short overview about different kinds of problems so that we have some common understanding what our problems that we can later on making proper approach to a different kind of solution thinking. I would like to start with constraints. And often it is when we have constraints. This leads to a problem. For example, if we are in a management position and to have enough available options, for example, we haven't got the Necessary and Proper stuff. This is a problem. We haven't got the budget. This is awesome problem. We haven't got the necessary IT infrastructure to fulfill the project in a proper way is some problem. We haven't got enough time because I'm this time schedule will be delayed. This leads also to our problem. And as you can see, you can also convert all of these problems to you individually. Situation, Ambitious, Ambitious is on mourn. When we have different kinds of possibilities. It's not easy for us what we can do. And also if you're in a management position and you are delegating some tasks, and this is not properly formulated. The employees have two possibilities to do it in this or in another way. It could be possible if you are more than the open leader, which follows the theory Y, for example. But in another way, when it is delegating stuff, it's necessary that you be very precise in the orders and the tasks. So that's the counterpart, will understand it in a proper way. Why the open with many possibilities leads also to problems. Unpredictable situations. It's a little bit of uncertainty. And a few people have problems with unstructured working habits, with unstructured future blends. They want to know what happens tomorrow and the day after tomorrow, but what comes next? And this uncertainty brings, isn't it brings some problem with the behaving and also with thinking processes because its limit is, limits are few to the future. Known unknowns. This could be when we know that certain events will occur, but we don't know what comes next. So for example, if we're blending and new market entry to a new country it's at, we know that there will be some unknown challenges, but we don't know when they come and how they look like. So known unknowns, I think it's uncommon case in in companies, but also leads to a problem because there are a lot of thinking processes and like with the unpredictable people try to be as certain as possible, but that's not the case in our fast-paced words. We have also unknown unknowns. Where to start. That means in our fast-paced world, like we have a crisis after crisis, like COVID. Now, at the end of 2022, we have an energy crisis, and of course, the next crisis will come. So that means we always have to adapt to the situation in the individual case and also in the company. If you said that we have to be able to act very flexible and very fast. Political changes, political structures will change. So when, for example, when we know in our country will be voting next year and maybe the government will be changed completely. That will be lead to a problem. Because maybe there isn't political shifts to another party. And this could be bringing more restrictions, could be bring more Texas, and also could bring another war. And wars also brings problems because when we are not directly affected, but maybe we are indirect affected with supply chains. Maybe we are getting the necessary supplies in the time schedule, would we want? These are regular problems which brings political decisions with us. We also have some technical problems. Of course, when a machine goes breaks down or we are under cyber attack, we got hacked. It's at that these are technical problems. Could occur from day to day in our daily life, could be affected individuals, also companies. And then we have a big problem. For example, if we Hecht if there's a data breach or if the infrastructure won't work well, which also occurs on a regular basis. Root cause analyses is an thing what we need to do, but Maybe we don't know what is the root cause of the problem. We tried to analyze it again and again, but the problem occurs some different kinds of ways. And we don't know, for example, there is always an communication problem in project team. We have the best software installed, we are made some governance about empower, the communication processes are set up, but the problems occur each time each project, and we don't know why is it regarding to relate it to some individuals or undefined communication process? It's also in the, IT will like to program into welcome workarounds. That means we are fighting the symptoms so that we can work further on, but we don't know what is the root cause. And this workarounds are useful for a fast implementation, but often the workarounds stick to the system and we are not analyzing anymore because we haven't got the time and now it works very well. So why should we change? But this could lead to a bigger problem. And of course, often it will be. So the next three points are more on the individual base. And in companies mistrust isn't obviously topic because everyone tries to be on good way and don't want to be responsible for failures. And therefore mistrust is and behavior which leads to problems because then the work-in process will be slowed down and also the mistrust is not good for the communication instead leads to problem. The next part is also on power struggles. In the bigger companies. The managers trying to, maybe more ecocentric that always them is in focus and in the middle point. So they tried to be responsible for the outcome and try the stuff to hold down because they want all their appreciation. And the last point here is loss of face. What is, in my opinion also in the political environment very well included because no one tries nowadays to change their mind. And also the statements. For example, if I'm not right, then I have to analyse why was it wants the data and facts at this point. Maybe so. Now I have to change and adapt to the situation. And this leads in a common sense to loss of face, but isn't really because I trust adapting to the situation. That doesn't mean that I'm losing my face here. I'm just changing the course because of data and facts. And this is also a little bit of mindset and organizational behavior. And this is not really common to changing here, the states and minds. This is just a quick overview of different kinds of problems so that we have some common understanding later on how we can solve all these different approaches. 3. How can the IT Management and the systemic approach can help here?: How can the IT management and the systemic approach helping the process of problem solving? Before we discuss this question, I would like to quote Albert Einstein. Or I don't know if you actually stated out this quote, but I think it's very, very suitable in our case. And it's called, if I had an hour to solve a problem, I would spend 55 minutes thinking about the problem and five-minutes thinking about solutions. And this is so much true when it comes to problem-solving. And it should be done in this way. So let's see what I mean with that. Combine the best of two worlds. We have on the left side, the IT world, and we have on the right side the systemic words. And normally this would be the best-case. We have 95 per cent problem viewing and only 5% solution hearing because we need the root cause is identified to have your proper solution. But the systemic approach, the systemic environment hasn't completely different approach here, as you can see, only five per cent problem view and ninety-five percent solution view. Steve, this chaser, for example, is one of the founders of the solution oriented, it's systemic coaching approach. And he was very, very strict in his coaching settings. When someone tries to talk about a problem, then he always felt sleet and demonstrated. So like you're talking about the problem. I don't listen in blah, blah, blah, because in the systemic world's only the solution counts and therefore it's an supporting process. We are not delivering any kind of solutions because the self help and self finding the solution process should be supported. And there is no like consultancy. I sold you the problem. And this is what I mean with combining the best of the two words because the systemic world has a lot of good tools, problem analyzing tools, question techniques, and also Finding and supporting the problem process, problem-solving process. And we take this one into, I would say, the IT management world in the real-world. And combining these to get the best out of it. Because in a normal case in the IT world, we tried to find the root cause and solve it. Other words. So that means the best of two worlds will be lead us hopefully doing better process of problem-solving. 4. Why the why is important: Why the why is important. I'm not focusing here on the different kinds of questions and techniques. I would like to focus here on the traditional problem-solving approach and in our culture, in our cases often so that we are focusing too much on there what, and the how. Too much focus here on these two problem-solving questions. That means in our culture, it's often the case that we are not wanting to be responsible too much. And therefore, if a problem occurs, we tried to focusing how we can shift the focus from us to another person or another company. And this is also obviously because we have strong governance and strong corporate yeah, capability of regulations. And this leads also to chop description where exactly is written, what I can do, what I have to do, in which part I'm responsible and which part I'm not responsible. And therefore, when a problem occurs, everyone or nearly everyone tries to get rid of the problem because it's not my responsibility. This is necessary that we understand. That's the lack of responsibility and accountability in our culture more than ever. When you're attended and Communication Seminar or read some books about communication, then you're probably come along that the statements that you shouldn't use why too often? Because when you're asking why the client reach to us for another feedback, why there is the next failure or q, why, why, why? Why has an implicit meaning? It's also that you have here lichen blaming other people. And this is the reason why you often is written that the wire shouldn't be used in a dialogue. But when we are focusing on the problem-solving process, why is really necessary to get to the root cause? And this was just a quick overview that we understand why, why is important. And that's the usual way, is more focused on other words. And later on, we are focusing once again on the topic. 5. Traditional problem solving techniques: Let's understand how the traditional problem-solving techniques works. And in my experience from a lot of workshops in organization, different kinds of organization and a lot of coachings and also from the IT environment. And know that these steps, these three common steps, occurs very often. And of course it's unreduced view. But maybe you also recognize the pattern. So the first step always will be the history of the problem. Then the people tried to observe who is involved and then varying the process across the problem. Have you heard before 95% should be used to find the root cause. But this scenario doesn't really investigated the root cause. The chest tried to wash his own vest clean. That means I'm the people on the individual's won't be accountable and responsible for the problem. And therefore Detroit, the history to find the history of the problem and then tries to investigate who is involved. And then usually they say, this was my process until here and then the next process kicked off. So this is not my responsibility. This is where the problem of course, this is not really and way how we could lead to success when it comes to problem thinking and plumbing solving techniques, because this is only a way how we try to shift the focus away from us when we are responsible for some problem-solving techniques we have also, I'm set up here. That means we have to ask the proper questions and all will also be very transparent that we don't want to hunt here some responsibly person that we just wants to feed a problem and find the root cause so that we can be better the next time, so necessary that we understand how the traditional problem-solving techniques are usually implemented in the companies nowadays. 6. Trial & Error Problem Solving: One last few words to the traditional problem-solving. And in my experience from the different kinds of industries, I experienced a lot this trial and error approach. So that we also understand this approach I would like to give you here and short example. These are four steps and of course they are really, really reduced. But first is that the problem is arising and the people get to know, okay, um, let's see, there's something coming up to us to accompany tumor individual situation and then panic. Panic because nowadays no problems will be acknowledged. That means we have to solve it. And this leads to faster to own solution orientated approach. That means jump to a solution before the course is identified. And this is, of course, also understandable because we have time pressure or normal time schedule. That means we have no time to assess the solution. Fixed the problem. Because nowadays, problems are not in a positive way because problems need. I'm not handling my department well. I'm handling not the team. Well. And that means urine, bad manager and not an sufficient enough manager, etc. And this is why everyone tries to solve a problem in and fast wave. So for example, it says they have fun list of measurements on actual gland and assign the task and width and times credit and then go for it. Nevertheless, what it costs, no problems at all. The last step means maybe with this faster brooch, we are getting another problem because maybe we are closing some IT programs and APIs and therefore some other problems can arise. And this is what I experienced often when it comes to companies and when they are facing some problems. For example, if they are on cybernetic can do by Hecht. Of course, they have to adopt an ad hoc situation right now and not making an evolution what we are doing. First, quick and fast solution, what to do and then take the time to observe the situation and take proper approach. And this is some differentiation. A toxic solutions is needed when there is really some problems and data losses when they are data breaches, when there's another product problem it's at, when there is life and health danger. When you are in the meat industry, for example, it's at then the need and fast solution and ad-hoc solution. But the root cause analyses should always be done within time framework. Everyone have to observe the situation in a right way and not driven by time pressures, Catlin, trial and error. It's easy to say, I'm here in a setting like an online course, but be aware when you're facing the next time in the company. And problem. Taken, step back and try to have a more open view and not following the trial and error approach. 7. Exchange experiences: We're coming now to the end of this first chapter. And I would like to quote once again, Einstein, because he is a definition of insanity. And it's called doing the same thing over and over again and expecting different results. This is awesome nowadays. That we find it in our companies that they tried to solve problems again and again was to scheme is the same procedure. And this is also obviously because they have some governance, some strict governance, how to face challenges and problems. Because this is what quality management also needs. That means standards processes. But on the other hand, it's not really creative and it's not really suitable for our fast pacing worlds. And therefore, I would like to introduce you also encourage you to share your story with us where I'm involved in and process and problem-solving process. But that wasn't good solution or a not-so-good solution. And why was its own, what was the criteria that you say that wasn't good or challenging solution? I post the link on this platform. Just type in a few words. I'm happy to read your stories. 8. Problem solving process: We started in this chapter, but a definition of problem-solving processes. And of course, we can split up this word by defining the problem which we did before. And also solving. Solving means that we want to change ours start to scorn to undesired status. And a process means that the journey from a to B is defined. This is problem solving process. And I use this word a lot because this gives us an overview on what we're doing here. Another explanation could be that problem-solving is an integral part of an organizational life. Every time a manager or leader directs people in production or producing a service, problems are being solved. Decisions were made. And there is a lot of information inside management as indeed, we are confronted on a daily basis with problems. And this should be very clear to us that we have to deal with problems on a daily basis and also individual base. That means on our table, we have and I'm sure all of you have some problems. Maybe with some illness, maybe with some financial topics. Maybe their car is broken down. Maybe the dishwasher makes some strange noises. Maybe the kids have homeschooling again. It's at these are all problems. One of them or more major problems, one of them are easily to solve. But the different kinds of specification mates also R, is for as needed that we have different kinds of approaches. And this should be also clear when we are in an company and have such a positional, I can tune your manager, senior managers at that we have to deal with problems on a daily basis. And this is what I would like to focus here. Motor Company view, modern management view. But also these processes could be aligned in the individual pays for your private life As well. 9. Reduce complexity: One of the first steps you could undertake is when it comes to the problem, reduce complexity. And this should be shown here with this funnel. That means we have here the complexity, a lot of regulations complains as it said. And then we want to have detailed one or 234. So shrink down all of this complexity to some major assets, tiny, good comprehensive assets. Let's take an example. Reducing complexity means that we have from the owner. And the owner means someone has to be responsible for the process, for these detail, etc. Because when you have someone who is responsible, then you can address also something. That means we have here an issue. What do you know about the issue? Not complaining and blaming, just asking question on a neutral factual basis. Afterwards. You could also, I'm say that the people have the authority to change, the owner have to their authority to change the process, for example, when something goes wrong, that they can adapt very quickly to the problem and an ad hoc situation. For example, next step would be that everyone should have access of this process. And it shouldn't be and 20-page process description. It should be some bullet points, for example, three or four bullet points of what is to do. The other section needs, needed to be training on the job. It's better because then it will be lifted in the company. Lyft means learning by doing that. The regulations is more comprehensive and you can see it on anon good basis and could also implemented in your daily life. And the last step is kiss. Keep it short and simple or stupid, you name it. This is what you're reducing complexity means. For example, when you are responsible for an IT system, then you are the owner, for example, for one specific program. If there is after the weekend and completely data loss, then you have to be responsible for solving the issue. That means they are toxic situation could be that you give them and backup from last weekend, now from last Friday so that they can work further on. And in the meantime, you have to making root cause explanation. Why was this data loss? Everyone should have access means that you are be very transparent to say, this is the extra states, we want to change it. Please use the backup. The next step, 1123. And I keep you up-to-date. Reduce complexity also in your communication and in your behavior. How you solve the problem. 10. Problem Analysing: Let's talk about the problem analyzing an aids points, which comes from the consulting company McKinsey, which also deal with the problem analyzing process, and identify these eight points which should give you yeah, I'm thinking direction of how you could undertake problem analyzing. I would like to start with the first, and this is framing the problem. So whenever you attended some communication classes or read something about communication techniques, you will be aware of framing. Framing means that we have certain situation and we're changing our perspective to an other view. And this is not sugar coating. And not to say that it's not a problem, only a challenge, that means that we are really seeing here an opportunity on other view which might lead to proper outcome. For example, all of end of the 2022, we are dealing with some energy crisis. And therefore some companies, for example, not just only quitting their production, they are invented here and new service sector, the seller than knowledge on this basis, for example, we are online courses via other things. Because as a company you're always an expert on a specific topic. And therefore this could be also an opportunity. But of course they are real problems rechallenge, which are not could be friends, but not so major problems. Maybe you're also could be using different techniques to find other ways, other business units or the business outcomes, maybe which are more usable for you. Then as an exponent, the second will be designing the analysis. And this is also an very important point when it comes to organizational behavior. Because when we have to deal with problems, we are really well observed how we do that from the staff, from the employees. That means that we have to think about our process, how we do that, to just blame another company and audit department. Do we say US and company, we are absolutely not responsible for this because this comes from a supplier. How we do, how do we deal with this? And how is our accountability when it comes to the problem, analyzing? This is what I mean with designing the analysis. How should we do it? This is also, could you lift by what you speak? One example. As a third, we have gathering data. And of course, with big data, with this artificial intelligence, we are used to use a lot of data, but you can also use this data in the offline world. That means, for example, when you see here some patterns. When for example, employee works with employee beer on uncertain protractor is always in communication topic or when we have to work together with two of the companies, which a and B, then there are certain problem across. So gathering data before the problem It's arise could be also a thing regarding the problem. Analyzing this is also interpreting the results. That means pattern recognition with all these deep learning technology. Nowadays, we have the opportunity to use this data in case of an emergency if from problem and getting out the proper outputs. But integrating means also what do we do now with the outcome? We now know that this is a specific topic. We have from problem, we have an issue and we have made identified it. What we do know. Interpreting the results is also one of the major parts when it comes to problem analyzing. Presenting the idea is also necessary to be very transparent in a way that all the employees and staff and also the coworkers or new private life, your family knows what you want to do now, presenting the idea means we have not a problem. And I want to do this and this as the next step. It's also recommended that you managing your team because the team sees and observes you how you do it. And not only in the company way, how you are micromanage yourself. And micro-managing means how you solve problems, small problems, and big problems. They can also be introduced in new techniques so that they solve them, surf and they train themselves to solve such problems. Then we have managing your clients. That means in this case, if we have fossil problems and for example, some data breaches, some data, hex, etc. Then we have to know how we deal with them. Or for example, our IT infrastructure goes down for them and we are not sufficient or we haven't any abilities to be sufficient in products. Whole delivery process, how we deal with that. This means managing your clients also inside the company and also outside the company should be also be in the quality management, but as well when it comes to problem analyzing. And as a last point, managing yourself be very flexible when it comes to problems in an agile way, for example, not too strict and into focus as we talked before. And act very fast in a way for an adhoc solution and afterwards to be more analyse a more analytical way when it comes to the problem analyzing. 11. Root Cause Analysis - 5x WHY: And really easy to use and easy to apply method when it comes to root cause analysis is asking five times y. And the communication part, when something seems to be very easy, it could be very hard in the execution. And let me explain why is this so, first glimpse in May mind that this route analysis is such a trivial methods that we shouldn't really discussing it. But hold on. Just imagine a situation where someone is asking you a nearly five times the same question. What do you think when you get these kind of questions? Maybe just an implicit blaming process that you think you have to confess. Here's something, or you might get struggled and password and think, Hey, what is going on? I'm just answered your first question by asking you mean the first, third, fourth time the same on same question. With this process asking five times why you have to be very transparent and tell the counterpart what you want to do. What we want to do is we want to reduce complexity and we want to find here more information, more data. And first of all, when we're asked to first why we get something out, maybe this was the vector x and y. But we want to granulate, we want more details and therefore we asking the next one. And this is connected with the first answer, would still be getting through all these answers and hoping in the last why we're getting more accurate and more precise answer. Why is all of this happens? In the next video, we're going to undertake and good examples so that it would be a little bit more clearer. 12. Example Root cause Analysis: So we have here in scenario where a car is crashed and we wants to know why did the car accident happened at the first place? The first emperor is the first answer may be because I was too fast. I was typing some WhatsApp message, its head down. But this is to obviously, we want to know what was happening really. And therefore we are using now the five times y, the root cause analysis. So let's focus on possibly questions. And I encourage you to click here on pause and also try Odds, finding five possible why questions for yourself so that you have and good outputs. Possible questions could be here. Why was there and rear-end collision, for example? Or why was the crash happens? And in this answer, you might get them on the answer because of the dust or gravel on the street. But why did they call it the dust caused the accident? So tires skit and it wasn't slippery street. So we have broken down. And now the first accident and has we've got a possible solution because the street was a little bit more slippery than expected. But we can go further on this. We ask can the next one. Why did the tires from the car skids? And the person who drove the car, maybe think about it and then realized how the anti-lock brake didn't work as expected. This could be an answer. Why this happens because the person was maybe too fast. And then he tried to break break down the car and you can see the anti-lock brake wasn't working as expected. The fourth y says more details when we asking why did the anti-lock brakes work, right? I break it too fast. And as you can see, we have here the first answer, because there was some dusts, so some external influences. But now we have another solution, OK, root cause because the person breaks too fast, then as a next step, why did the driver hit the brakes so fast? Because it was fun to drive fast. But for the condition, it was too risky and the driver was too close to the front car. Of course, the person would answer it in a clear manner. But when you are consistent in asking those questions and connected to each answer, then you're getting more and more details, more and more value information and data. And this is what we want. Complex situation breakdown by just asking five times Y connected to the answers before. And then we see, okay, this was an human failure. So he drove too fast. The person drove too fast. Nt also, I'm over estimated the skills. For example, the condition wasn't right. So many, many root causes. What leads to an car accidents? And not only one major thing as the first answer might, light or leads. So because of the dust scribble on the streets, this isn't just the first impulse, what we get back. So as you can see, asking five times y could be very effective when you be open and transparent, what you'll want to do, and then you have the root cause why it might lead to in car accidents. 13. Exchange of experience 5x Why: And also in this chapter, I would like to encourage you and invite you to share your story with us. For example, from the 5-Why example which you undertake, how was your experience? What is it easy to apply and was it easy to use? And maybe you also use this method already in business case or in a private case. And how was the outcoming? How was the communication process? Was the counterpart very open to it? Or maybe it's the personal blocked itself because it wasn't done. Very easy communication. So I'm happy to read all of your stories and the link is on the platform or under the video. 14. Example Cross a River: And this little game has the goal that we bring all of these three items to the other shore. And we've used some features, for example, some shorts and with one boats to cross the river and width, in this case, we have a few constraints here. One constraint is that the zombie ants, the brain, couldn't be left alone because the zombie likes to eat the brain. The brain likes to eat the candy. So these two cans left alone. The main constraint is that I only can dr. with the boats with one item at one time. So that means when I'm now taking the candy to the other shore, then I lost again because the zombie is eating the brain. And when I'm starting with driving the zombie to the other shore, the brain will eat the candy. So you see where for a lot of constraints. And we could start here, obviously with one solution. You would try out to bring the brain to the other shore because the zombie don't like the candy. So now I can put here the brain to the shore, it can drive back was the boards and could put here the next thing. But now I have a problem because when I am putting the zombie to the shore and I left the zombie there, I will lose because the zombie will eat the brain. But the next case could be, so bringing the brain back, driving back. When I'm bringing the can be to the next chore, I have the same situation because the brain will eat the candy. And this is also leads us to, to losing the game. So what can we do now? And this is the trick END game that obviously the constraints lead us to not really obviously solution. So going back to brain is here, this is obviously the first solution. And now I could take that sum be for example. But I'm not leaving the zombie with the brain. And the trick is that we drive back with the brain, for example, letting the brain here, bringing the candy to the other side. Because candy entity itself b, doesn't matter. And there's a last one we can bring back the brain. And then we solved here the red. And this more abstract way should now be in the basis for our route analysis in the next video so that we can try to make here and different kind of approach finding here in solution with constraints. 15. Explicit definition: How to cross the river was one of the main tasks in the game. But we would like to analyse the first iteration. So we have three items and would transfer the three items to the other shore. And how we could analyze the problem. Now, one approach is by defining the constraints. So the explicit definition could help us here. For example, when we think about how much easier the pustular, the riddle would be if you made it more explicit and with explicit mean, you can use the boats to transfer items in either directions. And whenever in back here, the game, you can see him. It would be more obviously for you that you can drive back also with an item. And this is what I mean with more explicit. So the constraints, for example, also could give us here or lead us to in solution. But also when we are defining the problem in a more explicit way, could lead us obviously also to end solution. And maybe if I start all over again. And I know with this first sentence, you can use the boat to transfer items in either direction. Maybe then I got more inside view and think, aha, I can thrive also back with the port. And this is what I mean with analyzes the root causes and also analyse the problem by itself by defining it in a more explicit way. 16. Restating the problem - an analytical approach: Now we want to be a little bit more analytical and we want to try out restating the problem. So let's try and analytical approach. And when l r we are facing and problem, we tried to abstract the problem, reformulate restated to find the other outcome things. So let's see what I mean with that. List. The key constraints. Constraints are important when it comes to problems because they give us details and also delete might be doing proper solution. So in this case of this little game, we have a few constraints. The first constraint, only one item in the boat. Okay, this is easy. The next one is that somebody on the brain can not left alone on the same. Sure. Nevertheless, if this starts shore or the shore, none of them should be left alone. And also the brain and the candy can not left alone on the same. Sure, these are our key constraints. And now I'm constraints are important to identify the problem. If any of the constraints are removed, the puzzle is easy to solve. Because when we say the samba and the brain can lift or we delete this constraint, then it's easy. And it's also easy to solve the puzzle because now we can solve it in one way because then the brain and the zombie can left alone. And now we can, for example, start the game again. We could now bring the brain on the other side, and now we could just bring that zombie to the other side. And then we could bring the candy. As you can see, the constraints and very important when it comes to problem analyzing processes so that we find out what is happening and what can we do against it. So, but this isn't enough. Now we only knows the constraint. Now we're going through the possible operations that mean or what can we do in an abstract way? And the first one is Kerry, zombie, candy and brain to the other side of the river. Of course, this is what we want to do. Formerly restating the problem is to gain more insight for in solution. Unless we have discovered the hidden possibly operation taking the brain back. We go further on and on with this possible operation because this is obviously, let's focus on the possible operations part to row the boat from one side to the other side. Of course we did this again and again. We can do bring it back. And again. Row, row. Nothing will happen. The next possibly operation could be load an item if boat is empty. This GIF is a next opportunity because now when I am bringing somebody back, I see the boat is empty. And if the board is empty, load something, okay. Now maybe it leads me to one solution that I can use the boat two times. And also the third operation is if board is not empty, like here, I have to unload an item to bring it back. As you can see, the restating the problem and more abstract way leads us. Maybe 2.5 gives us a more contextualized few of the problem. So abstracted problem and thinking generators. With this list, we might get an a out of it and load the item if the boat is empty. And this should give you a short overview and big picture of what you can do with restating and possibly operations listing. This could be done by from each problem. It's just need a few minutes. And then you have an analytical approach and might lead to improper solution. 17. Learnings: Let us summarize the key learnings from this chapter. We started with restating the problem. That means the problem we should formulating in a more formal manner that we get to know maybe some new insights. The next step was that we are discussing the problems. And by articulating the problem out loud, new thoughts were triggered. And we will focus on this specific point later on again, because we have some creative techniques where you can easily use this in a scenario with team meeting, for example, where each of the team members will involved in, can participate to end solution based approach. And in this way, we were focusing on the problem thinking and the systemic approach. We are strongly focusing on solution-based. But here it's needed to be focusing on the problem so that we are getting new insights. So in this, in this case, it's more effective than Solution talking. And I'm happy when you're also sharing your experience with this little game here on the platform. Link is under the video on our platform. And we can also learn from each other. 18. What is serendipity?: I would like to start this video by using a quote from Marcel Proust, and it's called The real voyage of discovery, consists not in seeking new landscapes, but in having new eyes. This is suction, wonderful and good quote, because it mirrors our society. Everyone nowadays needs to have new things to conquer the daily quests. But is it really needed to have a new things, to have a new landscape, to have a new way to solve the problem. Doesn't it need only, or should it need only a fresh new eyes on regular things to find new solutions? And this is what I would like to introduce you to serendipity and have your four points which should help you and declare the following things. So I would like to start with the first and it's called, Don't think about, I've made it smaller. Don't think about reaching the solution. Let your mind wander and this is a little bit too broad, maybe for you. But does it mean the thing or let your mind wander? But hold on. The second should be thinking, will always give you a reward. Thought, not always what you expect it. And the third one is because real thinking is always a process that has a conscious direction. That is why serendipity is not the same as a happy coincidence. And the fourth is, pay attention to the unexpected thoughts that may sound abstruse. And what I would like to introduce you now is that serendipity is more of a mindset. This third is really important because as thinking process, that means with no distraction, we sitting here and think about all of these problems. What I'd like to introduce you in all of this video course now is to use methods. And methods should lead you to one way, how you can think in a certain way. And this is what serendipity means. Try to analyze things and be open for maybe some golden nuggets, I would say for some key findings which are not laying on your straight thinking process and be open for something new. In the next video, we try to practice the serendipity a little bit more. 19. Practice serendipity: Let's talk about practice, serendipity in which circumstances should be so that you are also be aware of the serendipity. First of all, is that besides the declaration, serendipity means finding valuable ideas besides the obvious live on. And in all of the former academically research, there is often, you are stating I on a hypothesis, trying to research on them, but finding, and there's an completely unexpected outputs. And this is also what serendipity is. You're going from Journey to start a thinking process to make her research. And the outcome is not really, obviously, of course, you have in mind the aim where you get to that. This is what research is also an actor in an academic surrounding, but also in an environment of the private sector. You have an aim, what do you want to achieve? But you'd be open-minded and maybe getting some new outcoming send inputs. But an over organelles organized mind and time schedule can not think probably because you're stressed. You don't have to time and the mind to be open to finding something new. So that means good manager and then good organized person has time to think. And this could be also in front of the day, for example, in the morning or in the evening, or in the breaks. You are more likely to be serendipitous if you have a wide span of attention. And that means on a daily life, you're seeing something. For example, in the working conditions there is something ongoing or EC daily life or other things. For example, in the breaks, how the kitchen is working harder, chef is working in the kitchen and said, this gives you a new insights, but you're maybe could also realize in your daily job. And then we have sometimes in life, you never quite know what you're looking for until you find it. And I've experienced it by myself. In the academic research I often stated out and hypothesis and the research afterwards, or for example, the interviews, it's at a little bit on completely other direction. Also, the systemic attitude in my coaching's. I have cocci and we are discussing the topic. And I'm only a supporter. I'm not giving them advices. So I'm asking the proper question and connect this question to the next question. So that's the coachee can start his own thinking process and serendipity will help me and also the coachee to get new insights to the problem. And this is what we are dealing later on also in the systemic approach. But here it should give you a good overview of what serendipity is and why it's so important for problem-solving. 20. What is a Round-Robin-Brainstorm Method?: The round robin brainstorm is that it's creative. Take a technique which involves all of the team members of the persons which are dealing with the problem and also leads to participation. This is what we want. It's also its low threshold. That means that in a normal brainstorming session, maybe there are few persons which don't want to articulate the year the meanings there are eddies from them because they don't like to be in the focus on the spot. Therefore, this method will be very good to involve everyone. So let's start with this method. We have four points and we starting with getting together. Of course, you need each person needs an index card and piece of paper, and then they are recording the ideas, chatting a few quick words, synthetic, get an picture. Now a good overview. The facilitator explains once again the problem. That means why we are here, what we are stating out today and what should happen. And that means that maybe we already have ten ideas and we want to shrink them down to three major ideas which were following along with the next month. Or we would gain ten new ideas. Nevertheless, the facilitator is therefore a neutral position to be transparent and declare what's going on. The next step, the working phase begins. That means each member write down their own idea, how they can solve the problem or what they think should be undertaken. Then in a next step, we will hence the neighbor from you on the cards and then pass the cards to the neighbor and enhance the idea. Or pass if nothing can contribute it if you don't like it, or you think this is brilliant, brilliant idea. And so this involves the whole process because maybe you get an idea from one or two before you and you get the idea, and then you think really, really good. But I want to ask you something and then you pass it on. And the next one maybe contribute also an idea to your existing process and so on. Something good can create it. And at the end, the brainstorming session ends when everyone makes a pass. So this could be round and round, but be aware. So I'm, I'm normally one round is closely enough. Buds at the ends, the facilitator should collect all of the outcoming, should present them in, for example, in a flip chart and our PowerPoint, etc, be very transparent what the next steps are. And so this is the outcoming, the whole group decided on this node in each individual or only one individual. It's a group assignment. Therefore, its contribution, it's participation is very good in this case. And you could use this method everywhere, everywhere because you just need a piece of paper and a few pens and then. 21. Six thinking hats from De Bono: Another very useful creative technique is Six Thinking Hats from de Bono. Whenever you're stuck in and thinking process or when you're stuck as a team in finding a proper solution, then you could use this method. And it's also based on the World Disney method, which only has three major items. But here the Six Thinking Hats gives you a more opportunity to find more solutions. So let me introduce you to the Six Thinking Hats. The first one is the white corner it, so it gives you an objective, neutral and analytical view. That means when you stating out that everyone now should, focusing, giving your thoughts about the problem but in an objective, neutral and analytically way. Then afterwards you collecting to the problem, the red one. The more subjective and emotional insert fuel of your thoughts. You could then be the more pessimistic and risky one, the black one we have, the yellow one is the optimistic and opportunities for new and creative and value-free. The sixth and last one is the structured and needs. For example, if you're deciding to make to attend to and bachelor or master's degree, then you're maybe are not really true If you shouldn't do it besides the work full-time, et cetera, then you can go through all of these Six Thinking Hats, writes down all of these perspectives. And maybe you get an output which satisfies your decision-making, all your thing. Aha, there are negative points, are over-weighting the, the positive ones. I should overthink it once again. Also in an environment, in a business environment, you can use this. And it is helpful in my experience, they do not trust sitting there and writing them. For example, you're using two rooms, two separate rooms. One for the positive aspects, one for the negative, and each corner of the room should have one of the objectives. So that you also be a little bit more interactive in the whole process. And it's always good when you're standing up, going through the room. And then we'll also enlightens you thinking processes. So Six Thinking Hats, six different perspective from your own to view or from problem should give you also new insights. And maybe also, I'm leading you to a solution which are never thought. 22. Fast and slow thinking process: Let us talk in this video a little bit more about the thinking process. And SEM I recognized, I overstressed and emphasized a lot their own thinking process that we should reflect it and that we should be aware that there is something going on. And thinking is maybe some intuitive thing, but it's also a tricky one. And Daniel Kahneman wrote and bestseller about thinking processes. And fast and slow thinking processes are going on in our heads. So slow and fast thinking is the boot from Daniel Kahneman. Roundabout. One decade or more than ten years academic research. And he found out that we have two systems. The first system is the very intuitive, fast and automatic response when we got them a question and problem and challenge, then we acting here very, very fast. And this also is an emotional base. So when we are also in an angle and in discussion view, react often in a way we don't want to, because this is what system one is overtaking. Also, we are more stereotyping. That means, is this an unconscious way, how we act? The other hand, we have the system too. This is not the active parts. That means this is an SLO thinking process. We should be aware that we have to activate system two and system one. It is also exhausting. This is why probably, probably a lot of people don't want to think because it's energy to sit down to be aware. Now I have to think using a method and B, then logical way to automate and also rarely active. So we have to be aware, we should activate now system to end. It's more than calculating and also conscious way. And this is what also be some competence that we are be aware. There are two systems ongoing and that we have to activate system two. System one, when it comes to problem-solving and when it comes to resolving some problems, arguing, discussions, etc. 23. All of you agree but nobody execute: Let me be a little bit more controversial. Topic stated out, all of you agree, but nobody execute. Think fast and slow when it be reflective. Then take a feedback on yourself and try to analyze how was your last problem-solving process, How was your last discussion? You lost arguing. Really lead system to focusing on all of you behavior or was it system one? And what I mean with all of you agree is that it makes totally sense. It is comprehensive to you maybe what I'm talking here. But in real life, rarely nobody's really executing it because circumstances we all known. But now we could change it. And this should be focused on, for example, take a notebook with you. That means whenever you are having a new idea or when you ever have time for the slow thinking, writing up something because you can't remember everything. This leads to an all over organised minds writing down things always frees up your mind. And the next plan is to be analytical. Try to use methods. Don't only think sitting down, writing down leads to improper and more effective solution. I always experienced that. I often experienced that people think they can only imagine the problem and thinking about in the head, this is okay. But you have always also bring up the upcoming two to paper or to visualize it, because afterwards, it's hardly that you can remember everything, what you thought. And also more listening than speaking. That means listen also to your counterparts, to your team members, and then try to speak. Listening more is always in good thing when it comes to problem-solving. Share your thoughts is also connected to writing down. Because when you writing down, you reflecting your own thinking processes and it might lead to next idea and sharing your thoughts. Articulating this will also help you. The next one is test the assumptions. That means you have a new idea tried out just by talking or just buy them. Short region in your company, for example, or suspend judgment. Don't lead system one overtake. That means I'm not just thinking, No, this isn't bad idea. I don't want to follow it, let it through. Maybe it could be something good. 24. Systemic mindset: We heard quite often about the systemic mindset in this online course. And now it's time to declare and define the little bit more in detail. So the systemic mindset has one of the major points I would say is that it's person-centered. That means there is no circumstance, no effect, no company. It's at the middle point. It's the person. And what I mean with person is we are interacting and asking question and also connecting the answers to the next questions. That means the person is in the middle point in the center, all of our doing in the systemic mindsets. And also that we are acting in a solution-based approach. So we also heard it in the introduction that the systemic approach needs ninety-five percent of the time to finding and solution and talking about the solution and only five per cent about problem talking. And of course also in the systemic view, you need to understand what is the problem. And now we're combining both worlds. That means the IT management approach by defining a lot of energy into the problem and then also using a lot of tours of the systemic mindsets to find your solution also solution thinking. So the next point will be that is unsupported process. What I mean with that and support process means that I'm not on consultant and with no Consulting see is meant, for example, and doctor-patient relationship. When you're hurt, you go to the doctor and you want help immediately. And also in his coaching settings, in this whole leadership management settings, in problem-solving settings, often it's that someone tries to talk with you, but they unintentionally wants solve the problem. But this is not the case in the systemic mindset and attitude. We are trying to help with and supporting process by asking questions, by understanding the whole environment of the person, and then giving proper directions, directions by asking question for example, which also is still in this online course later on in the next chapter. So conferred on by defining the systemic mindset means that we also have to develop objectives. And objective could be that we can cope with the problem that we have. Other few of the problems audit with challenging, challenging situation we want to chain, we would like to change. And this is an unusual and creative way. What's the systemic approach brings along? And this is why it often is so effective, because it's unintentionally refreshing and creative. This allows point, its resource oriented. And this is so important in our demanding worlds that we are focusing on our resources, what we have, and what we can do and what we're bringing along. That means often it's misstated out that we need more budget, more staff member, more employees, we need more time. But when we don't have enough of this, we have to focus on what we bring along. Then we could find them proper solution out of this. And this is what the systemic mindset means. 25. Problem from a systemic point of view: Let us now talk about problem from a systemic point of view. We talked a lot of problems, we defined a few problems ended are also, take a closer look of the different kinds of facets and impacts what problems brings along. But in a systemic point of view, we could define a problem by this little graphic. And we have an actual state. This is our state, what we have here. And we want the target state, the desired state. And we are undertaking a lot of, I would say, solutions that didn't lead to the goal. For example, retried one way, we tried another way. We try to communicate. We tried to change the working place. We tried to change our mindset, but nothing leads really to our target state. Therefore, this is a good way how we can visualize the problem also with our team, always our cocci with the environment. That means, for example, we could say we have now I'm facing here and problem. For example, the costs for our energy is exploding and doubled up and we tried to shrink down our production. We tried to focus more on the other business fields, but we can't succeed to deliver a constant costs. Therefore, we now have to find a new solution for our problem. With this visualization, you can work on and on and can stay out. What were the last problem-solving approaches? And you can see that there was already a lot of energy put in, but nothing is really happened and nothing changed during this phase. So everyone should be participating, no problem from a systemic point of view. Just an easy overview, but could be useful also as the method and tool when it comes to defining problems. 26. Overview of the systemic loop: In this video, I would like to introduce you to the overview of the systemic loop. And the systemic loop has four major steps and all of these steps we're discussing later on in this chapter in more detail. But let's start with the overview. We have here are the four steps and the first step is observation. We observe and situation. And that doesn't mean that we just lean back and try to see and over a few and situation, it means more to analyze it on regarding data's, regarding our own experience, and don't make any interpretation, just see an objective way. Afterwards, we're making an hypothesis. And an hypothesis could be unconscious and assumption of one direction in one working direction. That means, for example, if I'm a junior manager comes to you and has some problem, then you're asking you some questions to identify the problem. And the first hypothesis could be that the person that junior manager has different kind of communication style and this leads to a problem. And then we make an intervention. That means we are asking, for example, questions. We do something that their behavior could change. And the systemic edited means that we are making a person-centered approach. That means also we are asking different kinds of questions, which also is covered in this video course in the next chapter. But it mean with that, for example, with circular questions, it means I'm good too early. And just assuming that another person is also attending this meeting, and then try to ask what the person would say if you change this or that. And this could be an intervention. And then afterwards I observe once again. And when the desired goal isn't reached, we starting all over again. And then maybe I'm making another assumption and caution assumption in array of maybe junior manager has a little authority problem. My next intervention could be that I'm asking you Other questions. For example, one was the last time that this happens. Is it only happening with person B or C? Or you could also make an intervention that you change the working field from the junior manager would observe if the problem occurs and the next time. So as you can see, it's simple tool but helps you also in a thinking process that you reach different kinds of steps that you can also solve or maybe find out on differentiation, different solutions, but always in person-centered way. 27. Perception without interpretation: Let's try an example of the first step of the systemic loop. And we now doing some observation. And I'll show you a picture of two people which are interacting with each other. And what do you do now is to try to make him here on perception without any interpretation. You try to identify here the different kinds of steps. Because this is necessary for our next step in the systemic loop that we could do an observation. Because interpretation is always a lag of reality. That means the reality is also regarding our experience with guarding our perspective. But here we only want to observe. So let's see what we have here. And then click on pause, write down all of your key findings. And in the next slides, we're going to make you maybe impossible solution out of it. So on. Then we start, what can we see here? The first maybe outcome, it could be the person on the left. Loss. Could be woman has fun, beat Man. This is absolutely an interpretation because we don't know anything about this statement. But first statement could be or this person is loafing because you could see is in the ice and also the math. Two people have been disproved. This observation. This isn't perception is an interpretation. And of course it's an observation, but is it more in a perceptual way? Now, this is an interpretation because you don't know it. Maybe there are acting, maybe they tried to tried to clean the cheek or something like this. Then the person on the left has poem on cheek of person too. Very good perception because we don't know any gender, we don't know any details. We just know that there is a poem on the cheek of a person. This person, one person to perfectly into the perception. Woman Beats man is the same as here. That's also not correct. This is an interpretation. Then we have here in person on the right, does not fight back. Also an interpretation. And here we have person on the left smiles could be also in perfectly perception. And the person on the right has a face concert with pain. This is also an interpretation because we don't know what this means. In reality. These outcomes, let me see. One more person on the right has closed his eyes, is also in perception. And these outcomes are one of my courses. I collected it from the students. But as you can see, there are a lot of interpretations and interpretation leads us to a not obviously are not objective reality. And this is what we try to reduce. We want to have the best-case, the best possible outcome of our reality. And this is the reason why we want to have here and perception without any interpretation. And as we did in the first chapter, by restating the problem and also reducing the complexity. We try to reformulate the problem to see another upcoming. And this is necessary that we have here no interpretations so that we can stay out the problem and the right way. 28. Active listening: I'm sure all of you have heard about active listening. And often when I'm asking my students, what is active listening, I got a response that I have to be active listening. So it's not really easy to define it. And it's much more difficult to execute it. In a normal course setting. I make a lot of practices which the students and myself both active listening and because this needs training to be performed on the real circumstances. So active listening is not just defining it, practice a lot, but let's focus on the definition that first, active listening is always so it could be done by one-on-one, or could also be done from one person to many. It's like paraphrase. So that means you're getting some information and then you reformulate it and try to comprehend it. And by speaking out loud and the person, the counterpart of you will listen to it. And they also can say, Yes, you have understood it right or no. This is completely false interpretation. Empathic. Empathic means when someone has some problem, the problem is real for the person, for the other person. When you, when you say I come on, I've made two masters in besides the normal rocking chop hours. So this small training phase could be really challenging for you. So this isn't empathetic. Empathetic means that you really be open to the circumstances which the person has and can feel into it. Also name and reflect feelings. That means that you understand that this isn't really threatening situation. That means there's financial pressure and also other and circumstances. Did this really intimidating? Also allow silence? That means when you see that the other person is thinking and try to articulate in the right way. Then you try to be silent and let the other person be talking. And also it's capturing content. Maybe the person is not in, not really in the mood or can't really be able to express themselves. And that means that re-phrase, paraphrase and try to capture the whole big picture. And the report. Report means to be open and also be in the same flow as the other person when you are from sales than you knew no report is one key in key thing when it comes to sales pitch, you have to be on the same line of the other person. There are different kinds of techniques. We could talk about report for hours and hours and also all of these topics here. I'm bringing whole course auto fit. Active listening is also practicing a lot as I introduced to you in the first step. And one thing I would like to add this here, empathetic as an empathic. There is an brilliant good video about empathy and sympathy. And just watch it, gets to know the difference about his tune. And try to find a few active listening challenges for yourself so that you can also be more and more routine. 29. Why problems also give stability: Why problems also give a stability? We already know this graphic. This is the definition of from problems are actual state. This is our target state. And we want to go from this state to that state. And all of our possible solutions where here. But we didn't succeed successfully. And with this image and with this knowledge, we know that the person tried to find a solution but didn't succeed and maybe they are really resigned and think, Okay, that's it. I've tried everything. I don't want anymore go further. I want to I didn't want to investigate. I live with it. This is a kind of stability because the target is the same as the desired states. And with this stability means that the people think, okay, my situation is now so I can live with that. This also reflects the communication style. So when you're listening to some problem definitions, a few people might say, Yeah, this boss all the time. So this will also be in the future because the manager excess, this is necessary that we do. So you can see him. It reflects in the communication, in the behavior. It gives the people stability. Also. When it's dynamic and changing, it could be give you stability. For example, when the employee says, okay, there is the next process change which initiated from the miniatures. But we are want or we want to follow that along. We're not willing to do anything like that with just say Yes, let's do it. But that's not our case. This is like I'm resigning so that the people are just living with the state. Don't want to be involved and doesn't need an explanation. So the problem is here. They live with that. They don't want to go any further, don't want to invest any more energy because they tried so much. So far, nothing has succeeded. And therefore, this gives stability. Stability in a way that they know exactly when they go tomorrow to work. The problem will be there. And this is what they can expect. Because when they won or they tried to change, they don't really know what they can expect in the next future. For example, when they tried to change their work in place, when they tried to change the department, there is something unknown uncertainty. And this is what people really don't like in general, because this is some unsecure illness. And therefore we have to know when it comes to problems, that problems can give stability. And maybe people, organizations got a whole companies like the problems because it gives stability. 30. Hypothesis in the systemic environment: Now we jump to the next step of the systemic loop, so we are ready, managed to observation. And now we want to focus on the hypothesis. Hypothesis. What could it be? The hypothesis in the systemic environment is one major part because this is where the working begins. And for example, declaration is hypothesis is one preliminary assumptions and really rough thought. It could be also academic backgrounds. You need to set up an hypothesis when you want to go to a research. And also we do the same thing when it comes to, um, problem. And in the next step, the value of an hypothesis is not based on the truth, but in its usefulness. And what I often experienced in some coaching settings or when we are doing some team workshops in organizational behavior. I see that the coaches and the managers stick to the hypothesis because they are, tends to be stick to their decisions and they want that they will be truth. And this is not how the systemic coaching and systemic edited works. We just set up here in the assumption. And when it's fails, then this is okay because then we can make an check and we know this part is not in the focus. Go to the next part. And this is why I bring this up. It's really, really necessary that this is not regarding are equal. This is that we are more Explorer. The next part would be that stimulus function, working out new aspects and presenting them for the coachee, for the organization, for the other person. And with this stimulus and other thought could be created. This is when I'm working process and thinking process could be started and have some serendipity, as we talked before, some new insights. As a last point, It's also like an order function and filter function. And this is necessary for us as a facilitator, as a manager, as some person who helps other persons, that we filter all the data out so that we get to know the basic to the base. What do we need to solve the problem or defined and proper solution? 31. Examples of hypothesis: Let us talk about examples of hypothesis. I would like to take you in fictitious example so that we can play through different kinds of hypothesis. I would like to start with the following. Maybe the person is blocking because his boss demands so much from her or him, and it always leads to conflicts. So we have here invoking disputes between two people. And my first impression is there is something, some tension between these two people. And I would like to go further. Now I getting some feedback and okay, this isn't the right way. So i formulating the next hypothesis. For example, perhaps the boss demands so much from the person because the person is dismissive and distanced. Okay, next one, maybe the boss tries to participate a little bit more in the whole process, tries to involve the person, but the person blocks are against it because it's too demanding, too much workload. So Vicious Cycles tried to get you more information and I also get the feedback that this isn't the right way. So I'll stick to this chain of arguments because I think there is something going on and I'm formulating the next question. So the problem may help both parties so that they do not have to deal with their business relationship. Also an interesting points, So maybe they can work together but not closely together. And there was some incident before, and therefore, the need, for example and discussion why this was incidental and what was the following incident? And this was my first clue, but also this wasn't leads to success. So my last question in this chain of arguments would be perhaps the post-conflict fast phase, so desirable for both parties that they always cause a conflict. And this seems to be a little bit too general. But you can believe me in my experience of different kinds of settings, I often it's the strangest. Things are strangers. Yeah. Reasons why and conflicts occur. So on this was often also on faced it, they really deserve the clearing phase afterwards. Yeah, why not? If this question on this hypothesis always are also didn't lead to success. We started over again. And what I mean with that is we are with our experience, with our knowledge. We know some intuition and think, Okay, this must be 50 per cent of the case, some dispute going on, then asking a question. And when I'm not getting the desired answer, I'm not skipping totally to the next question. I'm just stick to it and maybe reformulate it because this is what we do. We be persistent on one thought and then again and again. And then when we are really satisfied with this information, then we switching to the next question. And this is just an example of an hypothesis. 32. A definition of a systemic interventions: After the hypothesis, we're jumping to the next step of our systemic loop. And this will be the interventions. And the interventions is now one of the major parts of the systemic attitudes because here we want to given stimulus for unchanged. So a definition of a systemic intervention could be an alternative perspective. Because often the cocci and the organization, the people, the managers, etc, thinking their ways and they can't see any other solutions. And when we are taking the burden off it and say maybe you can change your department, you can change job. You have. Or when we asking the question, What is when you're changing the job, what would your wife say when you're changing the job, what would the manager says if you would change the department and so on and so on. So change perspective gives us a new view of the problem. Then we have expand options for action. When you're asking a different question, when you see the whole person with the family was the job was to hobbies, etc. We got also some new ideas and can ask this. So for example, what would happen when you take the new leadership position? What would happen if you go back to your project, project management position? What would happen if we not expanding to the new area? What would happen, for example, if disorder debt and with this intervention. So the reason fictive assumption, we could enable a lot of power. The next point will be make contradictions, discipline. Often in problems when it comes to people related problems, there are a lot of contradictions, which means person a says that they can't work with be, neither with C, but they have to work. Or that they say, I love my job. But this are that is complicated and I don't like it. And with our big picture and with our overview of all of the settings, we could visit and visualize that there is some contradictions. And that's this should be solved before we go further on. In the next part is that we enable new problem-solving skills. For example, we can teach them to some new creative techniques so we are ready transplant what we're doing and we try then to also convey our knowledge to our participants that they can also fulfill these tasks in their own life. And as a last point here, I would like to mention that we also are here for remove taboos from the topic. So as an external culture often got introduced to accompany and they told me this topic shouldn't be questions because questionnaire because this is so this is an approach it from the CEO and we shouldn't really question these content. But IS, and coach was an external coach. I'm not reliable to this. I can ask question wherever I want. And this is what It's so effective because the managers to people, um, the whole organization are not really scared of my meaning of my decisions. I trust can ask a question, what makes a good, What is this project? Is this project only four? Ego of the CEO, or is it really sustainable approach? Therefore, remove off the bus is also a very good thing when it comes to interventions. In one of my other courses, I teach the systemic interventions a lot more in a more intense way. Lots of creative techniques, what you can do. But here where I only would just give you an overview of what an intervention is so that you know, the whole systemic loop. 33. Restriction Model with an Example: In this video, I would like to introduce you to the topic of the restriction model. It's based from Gunter Smiths and Schmidt contributed a lot of this work to trigger systemic attitude. He also invented hypnosis dimension approach and this restriction model I'm using really a lot also as a manager and also in the coaching because it's so effective. So what is it? First of all, we declare what the restriction is when internal or external influences cannot be changed with our own resources or competencies as desired. And this is often what a problem is. Because the problem, we are not able to change it because we have lack of resources or we want to change a person and we can't. Therefore, we need the restriction model because we are not a magician and could solve the problem. Therefore, the first step we appreciate the desire of change, means really empathetically and say, okay, it's, I'm really glad that you bring this topic to me and I'd be aware that you are willing to change and we are going to find here in solution. And the next point will be checked previous attempts at the solution. And therefore, I need a little bit more information, for example. So can you tell me what have you tried so far and what were the outcomes of what was doubt coming from the different kinds of points. Then we got a lot of information. With this information, we could go to the next step of the restriction model, and this is on a scale of 0 to ten, how likely is that they will achieve the goal based in our meeting today. For example, if the junior manager or manager has a problem with one of the employees who lose the whole department. We are not able to change it in this meeting. Then the person gives us here and feedback and says, for example, the temporal. The ten probably can't reached because ten would be, that's, everything will be changed as we decided. As a next step, we introduce it to the second paste goal. That means the second best goal could be the 9.9 orders through points. One change so that Justin, tiny little minor change in the whole behavior could be accomplished. What should happen if you're say, we want to change from 0 to 0.1, or 25, or 26. And based on the scale, 0 means nothing has changed. Tennis means that is Sarah change. We'd be here by now. And with the second goal, we introduced cocci and the managers, the department, What else too and solution where they can find also are legitimized to have a second paste code because we always want our desired goal, but with the second best goal. Maybe we also find here in proper solution. Now, one more example of unrestricted model sample. We got the tasks that the manager should change completely in the communication style, in the authority, what else? We can't manage that. So therefore, we seem to think that in our culture we can change the manager's behaviour satisfactory for you from a scale of 0 to ten, how likely would you rate the opportunity? And then we got an answer, for example. And then we're asking the next question. What have you tried so far? And how have these changes affected so far? There are cocci replaced and within one for example, okay, very realistic classification so that we can use the time for both of us. I have to follow on question for you. Since we can't get the ten you want, what would have to happen to get at least 1.01 change on the previous classification question. If you could only change 1% of your managers behavior, what would it be? A lot of questions, a lot of thinking processes where you steer the thinking and the way how they're cocci things. And this is the restriction model, which gives you a tool on your hands, but you can easily undertake in each coaching session. 34. Systemic questions: Let us start by definition. What is systemic question? I would like to give you two quotes were what I think is very valuable regarding to this topic. The first one is, if you want afterwards completely different answers, then you are used to, You shouldn't ask in the usual way. And the second question, or the second quote could be, our goal is not to find cause of problems, but to achieve goals and solution in the future. From Sonya ratites and B. Schmidt. This is what the systemic questions or we try to ask it in a different way, in a different As usual way. And this is could be done with our knowledge, with our background, knowledge of the systemic attitude from the chapter before, and also with different kinds of questions and questions in general. And also the systemic question should have three major points. The first one is, it should be a real question and not enclosed question, an open question where their counterpart have to think about it. And it should be convey. Implicit message and implicit measures could be not on suggestion. It's more, what does it mean to you when you are leaving your job early? What does it mean when you are intentionally stop the project? The meaning behind it is that we transfer here an idea, often, often fictive scenario so that the counterpart, think about it. And the next one is the trigger your own ideas. For example, when we are asking, what does your wife say about the situation with the argue with your manager or senior manager, then you get an idea that the people are thinking, how am I? My wife would probably say that I shouldn't take it too seriously and I should be a little bit more open to this topic and so on. Systemic question also focus on generating new information and this is what the systemic loop also is, that we filter and aggregate new information to ask the next question. And this is improper and small and quick definition of what systemic questions are. 35. Questions and their implicit meaning: Questions and they're implicit, meaning. Whenever we asking a question, there isn't a second layer on the communication level. Not only the question itself, also an implicit meaning. And this could be, for example, when I'm asking the question, how did they conflict with your supervisor arise? And one of the implicit meanings could be the problem is triggered by someone. It could also meant that there is a reason for the problem. Stresses, for example, our counterpart because then they think maybe the person wants to know where and when was the reason it's eta. This implicit meaning could also be in that the person has the problem and not the supervisor or the person. So like I'm blaming but I'm not the reason for the problems. So don't ask me. Another variant is that the person has the problem and should deal with it and not me because I have no killed in this. And the implicit meaning is not an suggestion question because this is more manipulating because then we want to lead our counterpart in is in the direction. This is not what we want, but we should be aware of when you're asking questions, that there's a second layer. And maybe with our question, we got an completely different answer, our behavior because we triggered something. Second example could be when we ask what should be implemented after today's coaching session or after today's problem-solving session, team meeting, etc. You need a result of our meeting. And this could also be stressed or stressful for someone. So that's the person think, Oh my God, The next task is here. I just want to talk about the problem and not getting new tasks. But also there could be the meaning that the person can and should achieve something after the meeting. And this could be positive, like a person can decide freely. And freely means. Now it's the time that I can decide in which direction we go. This could be enlightened and empowered. And also person has a scope for achieving the goals and have solved two problems. So it's gives you a little bit, a guarantee that someone believes in you, that you can do something. And this is what the mindset makes. What's the implicit meaning x in question and the implicit meaning. 36. Circular questions: Circular questions. And we dealt with this kind of systemic question technique in the previous videos before. And it's a very powerful way to bring someone in brutal or an imagination to our setting. And the definition is, it brings feelings and reactions into the coaching by the coccygeus, our counterpart, I'm putting itself in this person. So it's like a change of roles. And this is necessary when we want to break through our own thinking process so that the person gets new information. And for example, what do you think? Tim would think about the problem or would think if you change the chop wood, think if you are accepting the new chop off to be a senior manager. But do you believe your boss would think if you offered her a solution to the next conflicts? Because in general, the person always are arguing to each other. But the next time you stepping, one step back, not letting your ego speak and try to offer and solution. What would she say? Also, it could be that how how could you change the behavior affect your work colleagues? When there are always some discussion, ongoing and team meetings, for example, then you will changing completely, not only the position in the room, just to be more effective, what will happened? And also our next question could be, who would notice in your environment that you have no longer that problem? Very, very powerful question because problems also gives you stability and to what happens if the problem is gone or is finished, what will happen to you and to the other person? This is what circular questions does. 37. Scaling issues: What's must not missing any systemic question repertoire are scaling issues. With this question techniques. We have once more I'm powerful tool, which also is used, is an human resource tool, also in coaching. And it helps us to naming feelings, measuring progress and making differences visible. And naming and addressing feelings is so necessary because often the managers and leaders aren't used to it and they go straight to their role, that they have to be strong and strict in their decision-making, etc. And therefore, it's helpful when we have a tool where they can address it. So for example, we could start with the question, on a scale from one to 101 is the lowest and tends to best. How good and deficiency was our quality management, for example. And it didn't you get invaluable feedback because you're getting a number and returns, then you can ask, for example, if we'll get back and six, what could we do if we increase the value from six to seven to 6.5? Or we can ask them what should happen. What happened if we fall back to N5? And this answers, what we get in back are very rare. Rare are really valuable because we can use them to go further on and to gathering new information. And other possible question could be so that I can assess our progress from today. How useful was to this problem-solving for you? Let's say on a scale from one to 101 is the lowest, ten is the highest. And also then you're getting a quick feedback. How the work was done, how the whole communication process was done. You can go further. How do you assess you conflict with your work acrylic on a scale from one to ten with the conflict, I mean, is it solved? Is it the solution is better? Is it more on an escalation? And with this, I mean, you're making a difference visible and also for the coachee because often our counterpart can really assess the progress which they made over time. And also when we are having some teams and all departments, you should visualize the progress we're making in the problem-solving state. And these are perfect for scaling issues. 38. Exploratory questions: The exploratory questions are good starting points where you're asked. So general questions to gathering information and then in which direction you go further on. And I've prepared a few questions which we are going through. So the first one is what exactly should be discussed today. And this is a good way that you're not starting right away. Mr. problem just opened the meeting with some general question and then you can see where it leads. But also how exactly do you recognize the problem? So some good impression. How important is the problem? And the problem everywhere is adjusted by you, for example. And the next question could be, who is still involved when you are further in the process? And you've got a few ideas and maybe you set a few interventions and stand, you're asking who is still involved. So that gives you all some lichen progress. Can you describe the problem in more detail? That means that you want to, the counterpart describe the problem. But really, what is the quintessence? What is the, the, the problem itself? How do you know that it always only affects you? Often when two parties get confronting each other. One party says, often, it always us, why we should do that. We have the most work and so on and so on. This is also unlike an reflecting question. How can they be debtor mind? So for example, when one party and one department says debts, for example, we have some fundamentals that always at the beginning of the month, we have some problems with delivering our products, etc. Then you can get more information. What could be the cause of the problem? So let's be a little bit more precise to the topic. And as a last question, now, this was the last question you could always ask. Is there something, what is missing here? And these are the exploratory questions so that you get on rough overview of the topic. 39. Solution-oriented questions: And of course there's illusion orientated question are also mandatory. And let's take a look of a few of these questions. First of all, how could you know that the situation is improving? General question and then you could add here some more questions. So how could you know that the situation is improving from last week, for example? The next one, When you think of last week, what's the difference to today? What is the difference to the other person, to the last situation, to the last project? You can combine these questions. Then afterwards we scaling questions and solution orientate. It also means how does the thought of the change field? Is it more unexcited? Is it more surprisingly, is it more positive? How can you describe the difference between the feeling when we are talking about this topic or that topic. So also addressing feelings gives you a more and more information how it really, it's affected the person to the problem. When we are talking solution oriented question, we could also address here, if you had one wish, what would it be? And often the person knows exactly what they want, what they wish. But the wish, It's not really a solution to the problem because it's an other root cause. But this is all only and symptom would be solved when we are addressing this wish. But it gives you more information. Assuming person x would no longer be in the company, what would change? And this change is interesting for us because when we say maybe the senior manager is changed would be replaced by tomorrow. And the problem will occur on a daily basis. What would the new leader or the new manager do differently to the person X and Y. Do you think, Does this person now having different approach? What would change? But it's exactly the same problem. And who benefits from the conflict of the problem? And as we know before, it gives stability to problem into conflict. When we're asking, are there any advantages for you from the current situation? You're maybe C and that's the root cause is the person itself. So the solution oriented question gives your other perspective, and hopefully it gives you more information. 40. Miracle questions: Steve, this chaser invited in a systemic context of Iraqi question. And it's aims to solution what is not really happening but is desired. So a definition could be, it's a nice way to stimulate supposedly hopeless situation in problem-solving. Be patient after asking the question so that you do not interrupt the thinking process. And this is necessary when it comes to thinking procreates, when the situation seems to be endless, that no, really an solution is there. And then you could ask, just really you're going to have only one shot for this question, but it could be really helpful and it needs an introduction to it because just asking the question would be too overwhelming. So for example, you could introduce it the question this way. Are you open-minded for something new? I would like to try something new. It takes a little imagination and courage. Imagine you go home after the coaching today. Well after the team meeting and end your day as usual, you go to sleep and it happened the next morning? Yes, it really happens. You probably most vanished. It's gone. Allow the thought and try to think now what would change for you on the new day? Then you see the thinking processes started, something is going on and this is rarely, rarely helpful because then the blue card hopefully will end. And you can already new ideas and hopefully new solutions where you can add the next question. 41. Paradoxical Question: Another very useful question techniques to go through thinking blockades are the paradoxical questions. Was this paradoxical question. We try to overuse the example and a problem to overstressed it so that we go the next step in this whole problem and see what is the real outcome. Because often we are faced the problem, but we are not really like to think through it. What will happen if it really escalated? What happens if the problem is absolutely sure and fix? Maybe I have to change, but I can't think through it. Was this paradoxical question. We buy deliberately provoking questions. The cognitive process can be initiated that can remove blockades and Dr. creative solutions. Let's make an example. What would you have to do for the project to fail completely? I mean, in a legal way. So for example, not answering any emails, then the two project manager should go to on other projects, for example. So really provoking that something will go wrong. The next question could be, how would you have to behave tomorrow so that your boss will go up to the world. So now you get VTB Bank, various other points, whether people are really screaming various to the wound parts. The point where everyone is screaming, because this is real-world problem, for example. Next question could also be, what if you really get on the plane tomorrow and leave everything behind? So this is more reliable and free version of it so that, and now I'm free to go and I'm the problem not hunting me down. So what is changing? And this is also used very sensitively just once and secondary two times in problem-solving process so that you can get and generating new ideas. 42. Consensus questions: When we try to identify each party which are involved in the problem, they consensus question could be very handy. So the consensus questions have two essential functions. Provide information about correlations and give us, as an expert the opportunity to ask further questions. For example, who agree to the proposal and who is against it. So that we can see are there some strong meanings behind against or for the problem? And also on the next part could be in Do you agree with your manager or your work colleagues? And for what reason? And this is just in simple identifying process, consensus, where is against and for the problem. And also do you agree with your boss or do you see the situation differently? Why is its own consensus question? You have fun former way to getting more information about an other party. 43. Final questions: What we shouldn't skip in our daily routine by problem-solving, by team meetings, by coachings are the final questions found professional and also to getting feedback, we can ask the following questions. For example, do we make today progress? That gives us a good overview. And if we're in the right way or if the counterpart things, this is not really the right way. We could also ask what was particularly difficult today. This is not a blaming, this just is a way how we getting feedback if we are in the right path. But difficult could also be in that we on the right path. But it's just difficult to address, It's difficult to deal with it. In the other hand, we can also ask what was particularly easy today? Was it easier to use the circular question? But maybe when it was difficult, we should use in the next time the scaling question and not the circular question. But could also ask which question we're really helpful today, and why was it? So this question in a summarize, should give you a feedback for you on doing so that you can prepare for the next meeting a little bit better and also strengthens your own skills.