Tip #662: Getting to the Root of a Problem
This Tip discusses why solutions to problems are ineffective and three cause-analysis techniques for getting to the root of a problem. “When solving problems, dig
March 14, 2017
This Tip discusses why solutions to problems are ineffective and three cause-analysis techniques for getting to the root of a problem. “When solving problems, dig
Unresolved interpersonal conflict can be characterized as a duel (where the goal is to win) rather than a constructive dialogue (where the goal is a
This Tip explores Kantor’s Four Player Model in which there are four roles necessary for productive communication. “The essence of dialogue is an inquiry that surfaces
This Tip uses the rungs of the Ladder of Inference as a key to understanding others’ thought processes behind their actions or appearance. “There are
The Ladder of Inference Has Seven Subconscious Rungs Chris Argyris has identified seven different subconscious stages in decision making that he calls rungs on The
This Tip provides a list of fifteen performance feedback basics for supervisors drawn from twenty different feedback models. “All that is valuable in human society
This Tip explains the acronyms for five feedback models SET-GO through STAR, including SSCC, SSD, and SMART. “Make feedback normal. Not a performance review.” Ed
This Tip looks at an additional five feedback models BOOST through GROW, including COBS/CORBS, DO COACH, and EEC. “Feedback is the breakfast of champions.” Ken
This Tip explains five feedback models with the acronyms ABC through BET, also including AID and BEAR models. “We all need people who will give
This Tip discusses the fact that managers need to present their own experience when giving performance feedback. “Criticism, like rain, should be gentle enough to
This Tip discusses how to receive and incorporate feedback whether you are an internal or external curriculum designer. “My greatest strength as a consultant is
This Tip provides a thought-provoking leadership vocabulary that William C. Taylor uses to describe effective and ineffective leadership. “Ancora Imparo,” Italian for “I am still