Team Accountability – Workshop 9 (Debrief Part 2)
The Appleton Greene Corporate Training Program (CTP) for Team Accountability is provided by Mr. Teschner MBA BA Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Teschner is a transformational Leadership Coach and Trainer and Founder & CEO of VMax Group. VMax Group is a St Louis-based Leadership Development company specializing in teaching accountable leadership and high-performing teamwork to businesses across the globe. VMax Group has centered much of its signature training around the proper practice of Accountability. Real Accountability—positive, forward-focused Accountability centered around the process of taking Absolute Ownership for the outcomes the team achieves—is something Mr. Teschner and his team lived during their collective time as member of high-performance military teams. Now they’ve made it their mission to teach what they know to those who need to learn it.
A decorated graduate of the U.S. Air Force Academy, Air University, and the National War College, Mr. Teschner is also both a Distinguished Graduate and former F-15 Instructor at the USAF Weapons School – the Air Force version of “TOP GUN”. It was there that he honed his craft of teaching accountable leadership to the top practitioners in the world. Additionally, Mr. Teschner was privileged to command an operational F-22 “Raptor” squadron, flying America’s most advanced air supremacy platform. Mr. Teschner was ultimately honored to be promoted to the rank of full Colonel but retired early as a result of a battle with colon-rectal cancer. Mr. Teschner has over 20 years of hands-on leadership experience in High-Performance, High-Reliability Organizations and brings all of that experience with him wherever he speaks, teaches or coaches.
Mr. Teschner has a special way of connecting with his audiences, blending high-impact stories of fighter aviation and personal humility to achieve the intended outcome. In addition, his story of his personal fight with cancer serves as the launch pad for talks about humility, growth, motivation, and constant improvement. Mr. Teschner is the author of the #1 bestselling book, Debrief to Win: How High-Performing Leaders Practice Accountable Leadership, and released his newest bestselling book Aiming Higher: A Journey Through Military Aviation Leadership, a book co-authored with 4 other former Air Force pilots, in May of 2022. His next book, Building Resilience, is due out in the Spring of 2023.
MOST Analysis
Mission Statement
This entire module is dedicated to 1) Root Cause Analysis; and 2) learning to lead the fact-gathering phase. Outcome: the team understands how to apply the theory of the debrief. Desired Learning Objectives: We understand how to collaborate on fact-gathering. We understand how to do effective Root Cause Analysis. We know how to frame negative root causes appropriately.
Objectives
01. Entry Point: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Decision Quality: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. The Plan: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Root Cause Analysis: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. RCA Methods: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Fishbone Approach: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. 5 Why’s: departmental SWOT analysis; strategy research & development. 1 Month
08. Empathy: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Danger of ‘Why’: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Rewarding Vulnerability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Frame the Outcome: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Way Forward: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Entry Point: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Decision Quality: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. The Plan: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Root Cause Analysis: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. RCA Methods: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Fishbone Approach: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. 5 Why’s: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Empathy: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Danger of ‘Why’: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Rewarding Vulnerability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Frame the Outcome: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Way Forward: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Entry Point.
02. Create a task on your calendar, to be completed within the next month, to analyze Decision Quality.
03. Create a task on your calendar, to be completed within the next month, to analyze The Plan.
04. Create a task on your calendar, to be completed within the next month, to analyze Root Cause Analysis.
05. Create a task on your calendar, to be completed within the next month, to analyze RCA Methods.
06. Create a task on your calendar, to be completed within the next month, to analyze Fishbone Approach.
07. Create a task on your calendar, to be completed within the next month, to analyze 5 Why’s.
08. Create a task on your calendar, to be completed within the next month, to analyze Empathy.
09. Create a task on your calendar, to be completed within the next month, to analyze Danger of ‘Why’.
10. Create a task on your calendar, to be completed within the next month, to analyze Rewarding Vulnerability.
11. Create a task on your calendar, to be completed within the next month, to analyze Frame the Outcome.
12. Create a task on your calendar, to be completed within the next month, to analyze Way Forward.
Introduction
Root Cause Analysis (RCA) is a potent methodology that seeks to identify the root causes of issues and offer meaningful solutions as opposed to merely treating their symptoms. This course manual focuses on the crucial element of directing the fact-gathering phase and is devoted to the thorough study of Root Cause Analysis. By the end of this session, participants will have a thorough grasp of how to put the theory of debriefing into practice, work well with others to obtain information, successfully do root cause analysis, and frame negative root causes in a constructive way.
Root Cause Analysis Overview
Root cause analysis is a methodical process used to pinpoint the main causes or sources of an issue. It targets the problem’s root rather than just addressing the symptoms. Organizations can create focused remedies with long-term success by comprehending the root issues.
Organizations are able to go from a reactive to a proactive strategy thanks to root cause analysis. By removing or minimizing the core causes, RCA aids in preventing recurrence rather than merely addressing issues as they arise. This strategy promotes ongoing development and propels long-lasting transformation inside companies.
The significance of concrete solutions in root cause analysis: In a Root Cause Analysis, getting relevant responses that shed light on the core issues around a problem is the main goal. While treating symptoms could offer short-term respite, it does not address the fundamental problem.
By aiming for concrete solutions, RCA promotes a better comprehension of the root causes of the issue. It encourages reflection, data analysis, and investigation of the elements causing the issue. Organizations may create successful strategies and solutions that tackle the underlying problems thanks to this all-encompassing approach, leading to long-lasting benefits.
The Role Of Leadership In Fact-Gathering
In the fact-finding stage of Root Cause Analysis, leaders are crucial. They are in charge of directing the team, setting expectations, and setting the mood. Effective leadership during this phase makes sure that the appropriate data is gathered, evaluated, and used to accurately identify the core causes.
Leaders should foster a culture that values cooperation, active listening, and open communication. Leaders may encourage team members to openly share information, ideas, and viewpoints through building trust and psychological safety. This cooperative method improves the process of acquiring information and results in a thorough comprehension of the issue.
The Process of Collaborative Fact-Gathering
For Root Cause Analysis to be successful, cooperation is essential. Utilizing the different knowledge and experience of all pertinent parties is necessary for effective collaboration. Organizations can develop a comprehensive understanding of the issue and its root causes by involving people from many departments, disciplines, and views.
Collaboration during the fact-finding phase is facilitated by open communication channels such as team meetings, brainstorming sessions, and cross-functional workshops. The quality and depth of the information gathered can be improved by encouraging active engagement and creating a secure area for exchanging ideas and thoughts.
Creating a Plan for Gathering Information
A thorough fact-gathering strategy must be created if Root Cause Analysis is to be successful. The goals, procedures, available tools, and timetable for data collecting are described in the plan. It guarantees that the crew remains concentrated on gathering pertinent knowledge and stays away from pointless diversions.
It is crucial to clarify the problem statement and desired results while creating a plan for obtaining information. This transparency directs the team’s work and guarantees consistency throughout. The strategy should specify the information sources that will be used to acquire facts, such as the documents, interviews, observations, and data analysis.
To ensure the efficient completion of the fact-gathering phase, the allocation of resources, including staff, time, and technology, should be taken into consideration. The success of the strategy may be monitored and any necessary adjustments can be made with the help of regular checkpoints and progress assessments.<