EXERCISE 10.5
Problem Solving
Let’s Cover Our Bases
Purpose
To provide a logical problem-solving method that incorporates the four major thinking components.
Thumbnail
60 to 165 minutes
Using the Emergenetics® model, participants will solve a real-life problem with which they are struggling. (For more information on Emergenetics, see www.cgrowth.com; and www.emergenetics.com.)
Outcomes
- Expanded portfolio of problem-solving tools
- Increased confidence in problem-solving skills
- Better understanding of thinking styles
Audience
- Intact team
- Unaffiliated group
- Individual working with a coach
Facilitator Competencies 
Moderate to Advanced
Materials
- Let’s Cover Our Bases Handout
- Flip charts and markers
Time Matrix
| Activity | Estimated Time |
| Define problem to be solved | 20 minutes |
| Discuss Emergenetics model | 10 minutes |
| Use the model to create solutions | 15–120 minutes |
| Debrief | 15 minutes |
| Total | 60 to 165 minutes |
Instructions
1. Ask participants to identify some problems they are having with the goals they need to achieve within their team or workplace. List these on a flip chart.
2. Have them select one from the list to work on in this session.
3. Ask, “How do we know it is a problem?” “What are the indicators?” Record their responses on the flip chart.
4. Distribute the Let’s Cover Our Bases Handout and ask participants to read about the Emergenetics® Problem-Solving Model. Give them ten minutes.
5. Discuss the Emergenetics® Problem-Solving Model. (For background information on the model, refer to the websites referenced under the Thumbnail.)
- Discuss the thinking modes—Conceptual, Analytical, Structural, and Social.
- Discuss how different behaviors can impact the group dynamics and task assignments.
6. Discuss solutions to the problem by examining the contributions of each aspect of the Thinking Attributes segment of the model in order—Conceptual (concepts and ideas), Analytical (logic, purpose, and strategy), Structural (control and status quo), and Social (people and relationships). Capture these ideas on the flip chart.
- Ask the participants to use the Conceptual part of their brains to brainstorm solutions to fix the problem. Their behaviors will guide them in doing this.
- Have them use the Analytical, Structural, and Social parts of their brains to evaluate the potential solutions.
- Select the best solution and develop implementation steps.
7. In some cases, two sessions will be needed to complete the solution design, with an assignment to be completed by the participants between sessions. Here are some sample assignments:
- Market research
- Cost research
- Find a politically well-placed champion for the solution. Assertiveness behavior influences how it will be done and by whom.
8. Debrief the process by asking questions such as:
- What differences did you notice when you worked with the seven different parts of the model? Which ones did you relate to best?
- Does the model address all aspects of solving a problem?
- How can you incorporate the awareness of these seven components into your work or personal lives?
9. (Optional) In Step 4, with the entire group, use the Conceptual part of the model to brainstorm solutions to fix the problem. Then divide the group into three teams—Analytical, Structural, and Social—and ask each team to evaluate the potential solutions using their assigned attribute. Have each group prepare a flip-chart presentation to share its work with the group. Reconvene and have each team report back to the entire group. Select the best solution and develop implementation steps.
The Emergenetics® Problem-Solving Modela
This handout provides a summary of the seven components of the Emergenetics model:
Conceptual
Structural
Analytical
Social
Expressiveness
Flexibility
Assertiveness
Thinking Attributes
Conceptual—Concepts and Ideas (Brainstorm Solutions)
- What is the ideal vision of success for this situation?
- How can we not just fix the problem but improve the situation so the problem does not reoccur?
- What would we do if we were working with a clean slate with no restrictions or boundaries?
Analytical—Strategy and Logic (Evaluate Proposed Solutions)
- Will it resolve the problem?
- What is the strategic value?
- What are the benefits?
- What are the costs?
- How do we research this? What data do we gather?
- Have we analyzed it enough?
Structural—Control and Status Quo (Evaluate Proposed Solutions)
- Who will be in control?
- What’s the timeline?
- Will it move us outside of our comfort zones?
- Will this be too much of a change for us?
- What are the rules and guidelines for what to include?
- What is the implementation process?
Social—People and Relationships (Evaluate Proposed Solutions)
- Who will be involved?
- Are enough people involved?
- Are the right people involved?
- How will others be affected?
Behaving Attributes
Behavior attributes are expressed in terms of being in the first, second, or third segment of the behavioral continuum. The first third (1/3) means that a person demonstrates the behavior to a very small degree. The second third (2/3) indicates a moderate display of the behavior, and the third third (3/3) is a definite and strong manifestation of the behavior.
Expressiveness—The Amount of Social Interest People Show for Others and the World Around Them
| 1/3 | quiet and reserved and may enjoy working with things more than with people |
| 3/3 | interacts easily with others and may easily express emotions |
Assertiveness—Amount of Energy Invested in Expressing Thoughts, Feelings, and Beliefs
| 1/3 | passive and accepting and may not want to express an opinion |
| 3/3 | likes a fast pace and may have a strong desire to convince others of a point of view |
Flexibility—Willingness to Accommodate the Thoughts and Actions of Others
| 1/3 | likes unchanging situations and may support the status quo |
| 3/3 | easily handles ambiguous situations and may be open to suggestions from others |
aThis exercise was created by and is used with the permission of Collaborative Growth, LLC.