Take a survey
to see how you solve problems
©
Ellen Weber 2004
In
a world of downsizing, mergers and unreliable money markets, many people
find themselves scrambling to manage change. MITA problem solving strategies
offer a simple response to complex changes we all face. Whether it be
new markets, changing technologies, or different leadership styles,
we need new tactics to cope. And new tactics lead to new solutions for
old problems.
How
do you rate at solving problems at work? Try MITA’s simple Problem
Solving Survey© and discover your talent for turning
problems into profits in your next project. We suggest you print the
survey and simply check statements about your reaction tokey factors
that best describe you.
Discover
a few basic ingredients for problem-solving, and you have mastered change
in three key areas. These include environment, skills, and knowledge
related to problems and solutions. Please go through the survey quite
quickly. If you recognize yourself at first glance, that’s probably
you. If you have any question, or feel unsure, simply leave that one
blank.
Environment
Issues
1.
From Inclusion
--------------------------------------------------------To
Exclusion
A _____ I worry that others will shut my ideas
down if I let them in.
B _____ I’d do better if I could work with more talented people.
C _____ Rather than create conflict, I retreat, or drag my feet.
D _____ I get along best with people more like me, and avoid differences.
E _____ Sometimes I include others, sometimes not, it all depends.
2.
From Roundtables
---------------------------------------------------
To Hierarchies
A _____ I fear that leaders at work might destroy
my chances for success.
B _____ When problems arise I usually blame managers, or feel guilty.
C _____ Because of hierarchy at work, I cannot advance my position.
D _____ Roundtables inevitably lead to anarchy and chaos in my opinion.
E _____ While I enjoy sharing ideas, I rarely brainstorm with others
at work.
3.
From Organized
--------------------------------------------------------- To Chaotic
A
_____ When I fail to find fast solutions, I often panic.
B _____ I often wish I could organize better to avoid aggression.
C
_____ I tend to put off answers to difficult issues.
D _____ It takes a long time for me to feel comfortable with most changes.
E _____ Bad moods often bring foggy thinking at my work.
Skill
Issues
4.
From Forward Thinking
----------------------------------------------- To
Tired Traditions
A
_____ When I face obstacles at work, I tend to worry.
B _____ I blame others for letting go of past practices to risk new
ways.
C _____Few would ever choose me to make decisive decisions of import.
D _____ Because it works, familiarity appeals to me more than change.
E _____ Unless I’m having a good day, problems seem impossible
to solve.
5.
From
Visionary
----------------------------------------------------------------
To Robotic
A
_____ When asked to plan new projects, I tend to worry a lot.
B _____ I pride myself is being predictable, and avoiding risks.
C _____ I’d rather stick to proven methods than try new approaches.
D _____ Predictable projects work better for me than most new ideas.
E _____ I rarely enjoy or benefit from new ideas brought to work.
6.
From Expert --------------------------------------------------------------------
To Novice
A
_____ Whenever I tackle new tasks, I tend to lose sleep at night.
B _____ I view most experts as egotists out for their own glory.
C _____ I usually retreat when managers come around or make demands.
D _____ Regardless of new talent on the job, I usually stick to the
old.
E _____ I know enough to get by and that works OK for me.
7.
From Goals ------------------------------------------------------------------------
To Fog
A
_____ Most goals set at work, dissatisfy or stress me.
B _____ I tend to overeat rather than set strict goals in my job.
C _____ Because I procrastinate I rarely achieve goals at work.
D _____ Others at work see me as stubborn, I see it as determined.
E _____ Some days I plan quite well, but on others I drift and waste
time.
Knowledge
Issues
8.
From Eight Intelligences --------------------------------------------------
To Few Smarts
A
_____ I stress out whenever my ability is tested or questioned.
B _____ Anger at work often gets in the way of creativity for me.
C _____ People often remind me to try harder, and to accept conflicts.
D _____ Since it works OK, I cling to old guard systems.
E _____ I rarely complete what I start, and lose interest in projects.
9.
From Confidence
------------------------------------------------------------
To Insecurity
A
_____ I tend to fear tough personal questions from co-workers
B _____ When made to feel inadequate, I resent other workers.
C _____ If I had more confidence, I might face more problems and find
answers.
D _____ Rarely would I risk new approaches at work, and I let people
know.
E _____ If only I had more courage I could create a much better workplace.
10.
From Wisdom
-----------------------------------------------------------------
To Foppery
A
_____ I panic over foolish responses I witness from workers.
B _____ Rarely do I seek advice from wise or innovative colleagues.
C _____ I dislike decisions made by the know-it-alls, so I tend to dawdle.
D _____ I prefer to hold onto past ideas, and let others run for new
trends.
E _____ When things go well, I can forget how often I can fail.
--------------------------------------------------------------------------------
Once
you have skimmed the survey, and checked trends you see in yourself,
add up the number of checks beside each letter in the survey and record
these below.
A
_____
B
_____
C
_____
D
_____
E
_____
How
many A statements did you check? How many B statements and so on? To
see how you did on the MITA problem solving survey, compare your highest
rated areas to the score summaries below:
A
scores:
If you scored higher in this category you are prone to panic, fear,
depression, worry, anxiety, sleeplessness, discontent, fretting, dissatisfaction,
or stress. You tend to overeat, eat too little, blame yourself, or fret
over lost opportunities. Depression thwarts your ability in the workplace.
Problem solving for you is best achieved through relaxing your brain,
learning to use optimum brain powers for problem solving, and stressing
personal well-being that enhances well-being at work.
B
scores:
If you scored higher in this category you are prone to overwork, blame
others, shirk responsibility, find fault in colleagues’ work,
anger, guilt, aggression, obsessive behavior, criticism, exaggeration,
or minimize quality results. You tend to work too hard for too few results,
and then criticize those who appear to get in your way. Because you
are hardest on yourself, you tend to diminish others, rather than seek
solutions. With these tendencies you often find yourself working against
excellence and well-being at work.
C
scores: If you scored higher in this category you are
prone to procrastinate, drag your feet, avoid conflicts, deny problems,
retreat, postpone, nurse apathy, put off, dawdle, or defer to almost
anybody else in your office. You tend to hide from problems and so you
miss opportunities that come from facing conflict head on. Problem solving
for you comes best through proactive solutions taken one small problem
at a time on a consistent basis.
D
scores: If you scored higher in this category you are
prone to cling to the old days, rather than imagine innovations for
a new era. You tend to exclude options and avoid trying anything new,
or what appears to you to be radical. You defend stubbornness with claims
of expertise, and reuse to welcome changes others suggest. Problem solving
for you comes best through attempting different responses to familiar
problems at work. Play with ideas and projects you enjoy and succeed
at. That way, you’ll learn to welcome and enjoy new ideas you
encounter along the way.
E
Scores:
If you scored higher in this category you are prone to moodiness, inconsistency,
and unreliability. One week you solve problems for huge benefits, and
then the next week, you ignore million dollar solutions. When up, you
welcome change – when down, you denounce it. Problem solving for
you begins with daily records. Record results at the end of each day
and watch consistency grow. Chart your course and you will begin to
lay the groundwork for solutions that work every day.
Were
you higher in two or three categories, or did you score high in only
one? Whatever your scores, you’ll find helpful strategies in this
book. MITA applies brain based helps to address each of ten traits for
successful problem solving. Achieve higher profits, or better time management
in your organization, through new access to your own smarts. In other
words get ready to mine your own business smarts, one intelligence at
a time. That right, and since you own at least eight intelligences,
think of the impact when you engage all eight to solve problems. Chances
are, if you attended secondary schools most of us did, you are using
only one or two now – the equivalent of one or two pistons working
in your car. Furthermore, you’ll be surprised to see how easy
it is to add more intelligences to the mix, for better results at work.
As
we grow older, we often cope less well with change. We too often feel
like aliens exiled in another era. Good news is, with a few new approaches
to remove old barriers, we can adjust so that we turn problems into
profits. MITA suggests how, and the MITA International Renewal Center
partners with leaders to help organizations problem solve by simplifying
the process and mining your smarts.
Contact
MITA to sign up for
MITA leadership certification to renew your circle or organization.
©
Ellen Weber 2004
