Sequential Problem Solving | Page 8

job. This is particularly true with
artistic projects; artists often want to add one final touch, and one more
touch ad infinitum (the "Michelangelo" dilemma).
Timing for the various elements in a job can often be charted beginning
with the first thing needed to be done and ending with a review of the
project and future planning. Such charts are easily constructed on
spreadsheets with calendar dates in vertical columns and tasks in
horizontal rows. This form of time chart is a marching calendar.
Initially, the chart can also be used to back schedule material purchase
for future delivery. As sequential tasks are completed, the consecutive
days are highlighted. This provides a rapid visualization to the project
planners of the status of the project.
Project Calendar.
Task.
Initial planning.
Gather information.
Pick team.
Make drawings.
Assemble materials.

Make prototype.
Review prototype.
Manufacture actual product.
Evaluate project.
Plan follow up.
* * * * *
Material.
Are the materials available? Can we afford the cost of the materials?
Sometimes it is possible to make an "first piece" or "practice piece" out
of inexpensive materials. Practice pieces are helpful to learn practical
manufacturing methods. Producing detailed drawings and listing
manufacturing steps often save time and material in the long run.
Practice pieces made of soft and easy to work material, like balsam
wood, also serve the purpose of providing an actual mock up that can
be quickly modified by cut and paste methods. The practice piece
usually does not have to be pretty, only functional. It provides an idea
of what changes need to be made before expensive or hard to procure
materials are used.
* * * * *
Manpower.
Is sufficient manpower available to execute the plan? Are the talents of
the available manpower matched to the task?[1] Are the available
people qualified to perform the tasks? Are the men being lead by the
best method? Several alternative methods exist for leading or managing
workers on a project. These will be discussed in the section on
leadership.
* * * * *

Developing a Solution.
1. Gardner, Howard. Frames of Mind: The Theory of Multiple
Intelligences. New York: Basic Books, 1983.
* * * * *
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Trying the Solution.
Often complex or new tasks become learning projects, in themselves, to
try to more accurately identify the problem, and to gather sufficient
facts through failure in experimentation to make progress. Projects
should include ongoing evaluation and re-planning. Old World
craftsmen, the master craftsmen of yesteryear, had a guiding principle
that continues to have merit: "Any job worth doing is worth doing
well." Doing a job well often means making a final copy after revising
the rough draft.
* * * * *
Manpower Management.
Leaders should remember that several approaches to leadership are
available. No one style is satisfactory for all situations.
* * * * *
Leadership Styles.
Three basic leadership styles exist. They are the authoritarian model,
the teacher model, and the team work model.[1]
The authoritarian model is useful for situations requiring immediate
compliance by a subordinate. Soldiers occasionally use the
authoritarian style to demand instant obedience. It is most useful in
dangerous situations where hesitation in complying might be disastrous;
for instance, when a child is daydreaming and in danger of walking off

of a sidewalk curb into automobile traffic. In business situations, this
style is not often used because the authoritarian leader is often destined
to fail: "micro-management" often has a belittling effect on
subordinates, who subsequently rebel, and failure follows for three
reasons: the authoritarian leader often doesn't have the expertise, time,
or enough energy to do all of the jobs himself job without other's help.
The authoritarian leadership style is seldom useful except in emergency
situations.[2] (It has been said that a raised voice with someone older
than five is usually inappropriate.)
The teaching leadership model is more useful because the people doing
the job are contributors. The teacher offers advice and monitors
progress.[3]
The team work leadership model is sometimes the most useful. This
model works when the students become as knowledgeable as the
teacher and each can and will do the other's job. This model is often
seen when someone realizes a job needs doing, and does it without
being told to do it. These people are conscientious "self-starters."
* * * * *
Leadership Styles.
1. Tannenbaum, Robert and Warren H. Schmidt. "How to Choose a
Leadership Pattern." Harvard Business Review 36(March-April 1958):
95-101.
2. Fiedler, Fred E. "The Trouble With Leadership Training Is That it
Doesn't Train Leaders." Psychology Today 6(February 1973): 23-30.
3. Goodall, H. Lloyd, Jr. Small Group Communications in
Organizations. 2nd ed. Dubuque, IA: Wm. C. Brown, 1990.
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Dealing With Interpersonal Conflict.

Western World values and ideas of dealing with interpersonal conflict
originate in the Code of Hammarabi and