Why the Roosters are at the bottom of the ladder!

A strange title for a blog about library studies I know, but I was quite excited when I discovered the reason during my reading today.....According to Principle 8 of 'The 12 quality principles' from Streeton Primary School 2000 there needs to be effective use of facts, data and knowledge as it leads to improved decisions. Apparently someone needs to tell Brad Fittler that he should take more notice of the data that should be obtained about health, muscle tone, agility, stamina and speed, because such data is useless unless it leads to improvement. Clearly this has not happened this season. The Roosters board is at fault in its leadership as it is making decisions that are event driven rather than working to an overall plan. This is also seen in their choices of players and new coach for next year. Instead of looking at the big picture and focusing on the root causes they are choosing to focus on the symptons, that is the loss of many games. This example is seen in principle 2 as suggested by Streeton Public School.
How good was that reading by Streeton Public School I am now much better informed on leadership issues and can apply it to all areas of my life, not just in the library.
It was also emphasised in this article that learning improves when we have time to reflect, because we are often to busy to stop, stand back, look, listen and think.
I got through quite a lot of reading today while I waited for my number 2 son to ride his scooter at the skate park, and actually enjoyed what I was reading.
I also read the Harvey, Bearly and Corkrum reading titled 'Core Steps in Decision making'. How eye opening was that. It was interesting to see the elements that were common in the problem solving. These were * Problem identification
* Developing possible solutions
* Choosing a course of action
They also suggested that implementing a decision can often generate resistance, causing more problems instead of fixing the ones that are already there.
A 6 step approach was suggested when decision making.
1. Mind Set
How will you think about the problem, not how you will deal with the problem.
2. Problem Definition
There are 4 categories of problems
1) Short-Fall- Corrective action is required to reestablish a previous condition.
2) Opportunity- Usually occurs because of some change in the external or internal environment.
3) Improvement- Proactive approach to getting better and staying ahead.
4) New Venture- Takes us places we have never been before.
3. Solution Criteria
This defines parameters so that the decision is more analytic, rather than emotional.
4. Possible Solutions
Be Creative!
Once possible solutions have been generated you need to clarify, combine, and document them.
This is an idea-generating step so don't allow judgement or analysis.
Adapt, don't adopt.
5. Solution Choice
Don't vote for a solution, work at it until you have a consensus, which means that everyone substantially agrees.
6. Implementation
Implementation has 3 distinct sub-steps. Planning, Doing and inspecting.

Evaluation, Revision and Renewal
Evaluate the solution to see if it solves the problem then evaluate the problem-solving process followed by revision to find a better fit to the organization.

I feel like I really used my time well while watching my son ride his scooter, and with my new found knowledge the Sydney City Roosters should employ me to solve their problems and help them win another premiership.