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Overview: The TLS Continuum is divided into five stages of inquiry. It begins with defining the problem. Part of that definition is an understanding of the causes and effects of factors within the organization which is creating obstacles to the flow of information and materials through the organization.

The problem is that we have either failed to raise a generation of new employees or we have become engrained so much in the standard way of doing things that we have lost the ability to utilize the skills that lead to critical thinking. The "T" part of the TLS Continuum finds its origins within the principles of Goldratt's Theory of Constraints. It does not ask us to use some fancy statistical data. It does not ask us to use fancy metric diagrams. What it does ask us to do is to use our mental capabilities in order to contemplate the obstacles that confront every organization in the global workplace.

Critical thinking has been around since almost the beginning of time. The modern definition was created by the National Council for Excellence in Critical Thinking in 1987. It defined critical thinking as an intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning or communication.

It is based on a set of universal values, which supersede most subject matter divisions. What this means to our organizations is that we need to encourage our human capital assets to look at the organization as a whole rather than the silo prevalent in many organizations. We need to look at the problems facing us with a new set of eyes centered in the full impact of the problem.

This means that the " this is the way we always have done it" must be replaced with the perspective that we are failing to meet the needs of the Voice of the Customer because We must replace the narrow frame of mind with a much broader view which considers all possible solutions or alternatives to resolving the obstacles. We need to use the mental capacities we were born with to consider the benefits and conflicts to each solution that we see is potentially the solution to the problem.

Why should you Attend: Dr. Mikal Harry, in his book Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations, stated that there are five statements about our process improvement efforts. He started by stating that we don't know what we don't know. From there he stated that we can't act on what we don't know. In essence the next logical point is that we won't know until we search. However, we don't search if we don't ask questions.

These questions require us to critical think about your processes through use of a series of questions and analyzing the results. The tool we use to visually manage the responses is the Ishikawa Fishbone Diagram.

Over 75 minutes you will learn how to ask structured questions which identify the causes of the process flow obstacles and how they effect your customers. It will enable you to clearly identify the potential solutions to these problems which is the basis of the define stage of the TLS Continuum. Learn how to clearly present to management the reasons for making the changes to the corporate culture in order to meet the demands of the organizational stakeholders. Learn how to ask the critical questions to resolve organizational problems.

Areas Covered in the Session:

• 5 Whys
• Ishikawa Fishbone Diagram
• 6 Arms of the Fishbone
• Why are we doing this?

Who Will Benefit:

• HR Generalist
• HR Supervisor
• HR Manager
• HR Director
• Chief Human Resource Officer
• VP of Human Resources
• Talent Acquisition Professionals
• Talent Acquisition Management
• Chief Financial Officer
• Chief Executive Officer