Applied Problem Solving in a Workplace

Applied Problem Solving in a Workplace Contents Introduction 5 Theme A – Approaches to problem Solving 6 Recognising Complex Problems 6 Activity 1a Identifying complex problems 7 Activity 1b Identifying complex problems in your organisation 8 Activity 2 Systems Thinking 9 Activity 3 A model for complex problem solving 10 Activity 4 Innovative and unusual models 11 Theme B – Working on a real life problem 12 Activity 5 Choosing your problem 13 Activity 7 Potential solutions to your problem 17 Activity 8 Identifying the likely constraints 18 Activity 9 Summary matrix 19 Theme C – Evaluating progress and dealing with current issues 20 Activity 10 Developing and using your implementation plan 21 Activity 11 Assessing the risk in your implementation plan 22 Activity 12 Checking out the changing environment 23 Activity 13 Producing a formative and summative evaluation 24 Theme D – Values and ethical issues 25 Activity 14 Identifying values and their impact 25 Values of People in the workplace 25 Values of the organisation 25 Activity 15 Ethical Issues and Approaches 26 Applying ethical approaches 26 Critically reflect on your findings. What affect have your own values had on this process? 26 Activity 16 Reviewing your thinking and decision-making strategies 27 Theme E – Review of learning 28 Activity 17 Reviewing your thinking and decision-making strategies 28 Activity 18 Reviewing the complex-problem-solving models and their application 28 Reference List 30 Bibliography 31 Appendices 32 Appendix One 32 Table of Figures Figure 1. Identifying complex problems 7 Figure 2. Identifying complex problems within xx 8 Figure 3. Internal analysis of the problem 14 Figure 4. External analysis of the problem 15 Figure 5. Analysing the problem 16 Figure 6. Identifying potential solutions 17 Figure 7. Summary matrix 19 Figure 8. Probability and impact grid (Adapted from Griffiths and Williams, 1998) 22 Introduction (Please write 300 words) Theme A – Approaches to problem Solving (800 words on approaches to problem solving ) Activity 1a Identifying complex problems (Please write 500 words as an introduction into Identifying complex problems) (Please chose any 4 problems and write 300 words on each) Problem One Brief details of Identified Complex Problem Characteristics of the problem Why these problems are considered complex rather than simple? Problem Two Brief details of Identified Complex Problem Characteristics of the problem Why these problems are considered complex rather than simple? Problem Three Brief details of Identified Complex Problem Characteristics of the problem Why these problems are considered complex rather than simple? Problem Four Brief details of Identified Complex Problem Characteristics of the problem Why these problems are considered complex rather than simple? Activity 2 – Identifying complex problems in your organisation (Please write 500 words as an introduction into Identifying complex problems in your organisation) Problem One Brief details of Identified Complex Problem Engineering Safety in a workshop environment Characteristics of the problem By its nature, in both operational and peacetime, military procedures includes an element of risk. Whether the engineering risk is from human error or technical failures, the military environment is particularly vulnerable to incidents of a serious nature. Yet despite all reasonable measures to achieve a high standard of engineering safety, accidents and incidents continue to occur. Why these problems are considered complex rather than simple? This particular problem is complex because of the large numbers of people and different organisations operating diverse equipment involved in the environment. There is also no single reason as to why the incidents keep happening and they are usually different in nature. Also important is the fact that it cannot be predicted when equipment will fail or human error will occur. Because of the unpredictable nature and varying issues involved, engineering safety is a typical example of a complex problem in the writer’s workplace. Problem Two Brief details of Identified Complex Problem Low Artificer manning levels in the engineering workplace Characteristics of the problem Artificer manning levels have seen a significant reduction in recent times. With only one person in attendance on the last two Artificer courses for 2014 and only two courses enrolled annually, the problem is attracting a lot of attention from the military hierarchy. To rectify shortfalls in manpower previously the military has utilised many different tactics. One such tactic is the use of Financial Retention Incentives (FRI), where individuals are offered money to progress with their careers for contracted minimum periods. Why these problems are considered complex rather than simple? Artificer manning levels have seen a significant reduction in recent times. With only one person in attendance on the last two Artificer courses for 2014 and only two courses enrolled annually, the problem is attracting a lot of attention from the military hierarchy. To rectify shortfalls in manpower previously the military has utilised many different tactics. One such tactic is the use of Financial Retention Incentives (FRI), where individuals are offered money to progress with their careers for contracted minimum periods. This problem is complex in nature because all of the people involved have individual reasons why they do not wish to attend the course. Therefore there is no single solution that can effectively solve, or even resolve the problem. The Artificer career path also dictates that individuals must satisfy certain. One example includes minimum time served in rank, prior to enrolment on the course. To change the eligibility criteria would require a significant organisational change. This change involves complicated decisions, unknown results, large numbers of people and an en Problem Three Brief details of Identified Complex Problem How Strategic Defence and Security Review (SDSR) is impacting on the operational effectiveness and Moral of a REME Workshop in the British Army. Characteristics of the problem In October 2010 the UK Government published the Strategic Defence and Security Review (SDSR). Detailed within the SDSR (HM Government, 2010) were a series of cost saving measures which would result in a significant reduction to the UK security forces and its equipment. The reduction of manpower and equipment has reduced both the flexibility and effectiveness of the UK security forces across all three of its services. In the Authors workplace 7% of the workforce has been made redundant impacting on equipment availability and operational effectiveness. Why these problems are considered complex rather than simple? The SDSR is based on cost saving measures introduced mainly because of the turbulent global economic situation. The review has involved a large number of decisions and the interaction of lots of people and many different organisations across the UK. The SDSR was reliant on soldiers being made redundant and then joining the Reserve forces, subsequently this did not happen. Now in 2015 with the political stability of environments overseas uncertain, the UK security forces are more stretched than ever and there is a substantial deficit in engineering competence in both eth Regular and Reserve forces. Problem Four Brief details of Identified Complex Problem Adapting management checks directed from the Regiment to encompass engineering management checks. Characteristics of the problem The Regiment have a predominantly a non-engineering output and the Workshop that works within the Regiment is a heavy machinery work environment which will include further bespoke engineering management checks. Why these problems are considered complex rather than simple? The direction from the Regiment is to carry out the management checks on personnel, stores and equipment held on Regiments account. However in the Workshop there are different trade abilities in the personnel that are employed within in it. Also repair stores hold different equipment and Special to Role Equipment (STTE) than a normal Regimental Quartermaster Store (RQMS). The Workshop equipment have hydraulic cranes and winches fitted so they are also reliant on different inspection and managerial checks. Activity 2 Systems Thinking (Please write 300 words) Activity 3 A model for complex problem solving (Please write 400 words) Activity 4 Innovative and unusual models (Please write 500 words) Theme B – Working on a real life problem Activity 5 Choosing your problem (Please write 500 words in the table below on problem 3 ‘How Strategic Defence and Security Review (SDSR) is impacting on the operational effectiveness and Moral of a REME Workshop in the British Army’.) Initial analysis of the problem Questions Problem Summarise the problem Different realities Placing yourself in each view of reality, list the key issues: Unitary Sensory Mythic Social What is the dominant team perspective? (Unitary/Sensory/Mythic/Social) What is the dominant organisation perspective? (Unitary/Sensory/Mythic/Social) Internal context of the problem Identify the key issues regarding: the organisation’s superordinate goals (values, beliefs, aspirations) organisation strategy organisation structure organisation systems organisation skills organisation staff organisation style (patterns of action, symbolic behaviour etc) Figure 3. Internal analysis of the problem Text Chapter Clark, J. (1995) Managing Innovation and Change: People, Technology and Strategy. London: Sage. Activity One – Identifying Complex Problems Chapter 1, Initiating Strategic Innovation http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a04536695b7b9751000001 Wilson, C. (1993) Problem Solving and Decision Making. London: Kogan Page Activity Four – Innovative and unusual models Chapter 15 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53b53572695b7b511c00001f Hicks, M.J. (2004) Problem Solving and decision making: hard, soft and creative approaches, 2nd edition. London: Thomson. Activity Six – Choosing and implementing analytical techniques Chapter 2, Approaches to problem solving and the stages involved. http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a04512695b7b6a5e00002e Lakoff, G. and Johnson, M. (2003) Metaphors We Live By. London: University of Chicago Press. Activity Six – Choosing and implementing analytical techniques Chapter 15 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d61a97695b7bf62700000b De Bono, E. (2000), Six Thinking Hats, London: Penguin. Activity Seven – Potential solutions to your problem Chapter 1, Introduction http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53ad6b3e695b7b360b000010 Higgins, J.M. (2006) 101 Creative Problem-solving Techniques, Revised Edition. Winter Park, FL.: New Management Publishing Activity Seven – Potential solutions to your problem Chapter 4 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c91f67695b7be222000022 Armstrong, M. and Taylor, S (2014) Armstrong’s Handbook of Human Resource Management Practice. 13TH edition. London: Kogan Page Activity Eight – Identifying the likely constraints Chapter 16 Strategic Resourcing http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d60e0c695b7b3217000029 Rosenhead, J. and Mingers, J. (2001) Rational Analysis for a Problematic World revisited: Problem Structuring Methods for complexity, uncertainty and conflict (2nd edition.) Chichester: Wiley. Activity Nine – Summary Matrix Chapter 2 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53baa9b7695b7b3a19000015 Pinto, J,K. (2012) Project Management, Achieving Competitive Advantage. London: Pearson Activity Nine – Summary Matrix Chapter 13 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d656c4695b7b0a02000024 Burke, R. (2006) Project Management: planning and control techniques. (5th edition.) Chichester: Wiley Activity Ten- Developing and using your implementation plan Chapter 7, Planning and Control Cycle http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53b55909695b7bf96a000005 Griffiths, K. and Williams, R. (1998) A Learning Approach to Change. Aldershot Gower. Activity Eleven- Assessing the risk in your implementation plan Part One, Chapter Two: Foundations for change, Managing Change http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a044f5695b7b034b000010 Burnes, B. (2004) Managing Change. Harlow: FTPrentice Hall (2009 is e-book) Activity Twelve – Accelerating Change Chapter 3 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c64199695b7bf743000006 Cottrell, S. (2011) Critical Thinking Skills: Developing Effective Analysis and Argument. 2nd edition, London: Palgrave Macmillan Activity 13 and 18 Chapter 12 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c920d2695b7bdd25000014 Senge, P. (2006). The Fifth Discipline: the art and practice of the learning organization, 2nd Edition, London: Random House Business. Activity Fourteen – Identifying values and their impact Chapter 9 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53baa706695b7b3a19000001 O’Connor, J. and McDermott, I. (1997) The Art of Systems Thinking. London: Thorsons. Activity Fourteen – Identifying values and their impact Chapter 7 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c63fb1695b7bba0e00001d Jensen, E. (2008) Brain-based Teaching and Learning, 2nd ed Turning Point Activity Seventeen – Reviewing your thinking and decision-making strategies Chapter 3 http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c91df4695b7b266e000029 External context of the problem Identify the key issues regarding: technical environment economic environment social environment political environment national environment global environment Problem as part of a system Identify the key activities/parts/people of the organisation that are affected by this problem Identify the key activities/parts/people of the organisation that affect this problem Identify key activities/parts/people beyond the organisation that are affected by this problem Identify key activities/parts/people beyond the organisation that affect this problem If not already indicated, identify briefly how the problem involves ‘unpredictable and unknown features’ and is related to ‘new or previously unrecognised or unadvised goals’ Any other information Figure 4. External analysis of the problem Activity 6 Choosing and implementing analytical techniques (Please write 500 words) Problem Analytical Tool Application Discussions Reflections Summary Figure 5. Analysing the problem Activity 7 Potential solutions to your problem (Please write 300 words) Solution generating technique Methods used Potential solutions identified Morphological analysis and related techniques Brainstorming and its variants Lateral thinking and associated methods Synectics Miscellaneous ideation Figure 6. Identifying potential solutions Activity 8 Identifying the likely constraints(Please write 500 words) Activity 9 Summary matrix(Please write 300 words) Solution A Solution B Solution C Description of Solution Evaluation Method 1 Evaluation Method 2 Evaluation Method 3 Summary Figure 7. Summary matrix Theme C – Evaluating progress and dealing with current issues Activity 10 Developing and using your implementation plan (Please write 400 words) Activity 11 Assessing the risk in your implementation plan (Please write 300 words) PROBABILITY High Medium Low IMPACT High Medium Low Figure 8. Probability and impact grid (Adapted from Griffiths and Williams, 1998) Activity 12 Checking out the changing environment (Please write 300 words) Activity 13 Producing a formative and summative evaluation (Please write 500 words) Theme D – Values and ethical issues Activity 14 Identifying values and their impact (Please write 300 words) Values of People in the workplace Values of the organisation Activity 15 Ethical Issues and Approaches (Please write 300 words) Applying ethical approaches Critically reflect on your findings. What affect have your own values had on this process? Activity 16 Reviewing your thinking and decision-making strategies (Please write 500 words) Theme E – Review of learning Activity 17 Reviewing your thinking and decision-making strategies(Please write 300 words as a summary) Decision-making inventory How do we make decisions? Please score yourself on a scale of 0-10 on the basis of how much the statement matches your decision making preferences at work (where 0 = no match, 10 = a complete match). Adapted from Jensen (1995). In context Statement 0 1 2 3 4 5 6 7 8 9 10