Leaders' Problem-Solving Capabilities: Exploring the "Quick Fix" Mentality

• In Event: 52.024 - Leadership Practices, Turnaround Schools, and School Reform

Abstract

The resolution of complex problems is critical to leaders’ ability to achieve their improvement goals. Much of this problem solving is carried out through face to face conversations with those who are implicated in the situation. This paper draws on theories of interpersonal effectiveness and negotiation to develop a process model of quality problem solving based on disclosing and checking the validity of assumptions about the problem. Analyses of conversation transcripts of 27 leaders revealed little evidence that leaders explicitly tested assumptions, especially their causal reasoning. Instead, leaders typically assumed the validity of their causal assumptions and offered or solicited ideas about how to fix the problem. Implications for further research on leaders’ capability in social problem-solving are discussed.

Authors

• Viviane M. Robinson, University of Auckland

• Frauke Meyer, The University of Auckland

• Deidre Le Fevre, University of Auckland

• Claire Sinnema, The University of Auckland