APPLIED PROBLEM SOLVING IN A WORKPLACE

Applied Problem Solving in a Workplace
ContentsIntroduction 5Theme A Approaches to problem Solving 6Recognising Complex Problems 6Activity 1a Identifying complex problems 7Activity 1b Identifying complex problems in your organisation 8Activity 2 Systems Thinking 9Activity 3 A model for complex problem solving 10Activity 4 Innovative and unusual models 11Theme B Working on a real life problem 12Activity 5 Choosing your problem 13Activity 7 Potential solutions to your problem 17Activity 8 Identifying the likely constraints 18Activity 9 Summary matrix 19Theme C Evaluating progress and dealing with current issues 20Activity 10 Developing and using your implementation plan 21Activity 11 Assessing the risk in your implementation plan 22Activity 12 Checking out the changing environment 23Activity 13 Producing a formative and summative evaluation 24Theme D Values and ethical issues 25Activity 14 Identifying values and their impact 25Values of People in the workplace 25Values of the organisation 25Activity 15 Ethical Issues and Approaches 26Applying ethical approaches 26Critically reflect on your findings. What affect have your own values had on this process? 26Activity 16 Reviewing your thinking and decision-making strategies 27Theme E Review of learning 28Activity 17 Reviewing your thinking and decision-making strategies 28Activity 18 Reviewing the complex-problem-solving models and their application 28Reference List 30Bibliography 31Appendices 32Appendix One 32Table of Figures
Figure 1. Identifying complex problems 7Figure 2. Identifying complex problems within xx 8Figure 3. Internal analysis of the problem 14Figure 4. External analysis of the problem 15Figure 5. Analysing the problem 16Figure 6. Identifying potential solutions 17Figure 7. Summary matrix 19Figure 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 OneBrief details of Identified Complex ProblemCharacteristics of the problemWhy these problems are considered complex rather than simple?Problem TwoBrief details of Identified Complex ProblemCharacteristics of the problemWhy these problems are considered complex rather than simple?Problem ThreeBrief details of Identified Complex ProblemCharacteristics of the problemWhy these problems are considered complex rather than simple?
Problem FourBrief details of Identified Complex ProblemCharacteristics of the problemWhy 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 OneBrief details of Identified Complex Problem Engineering Safety in a workshop environmentCharacteristics 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 writers workplace.
Problem TwoBrief details of Identified Complex Problem Low Artificer manning levels in the engineering workplaceCharacteristics 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 ThreeBrief 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 FourBrief 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 problemQuestions 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 organisations superordinategoals (values, beliefs, aspirations)organisation strategyorganisation structureorganisation systemsorganisation skillsorganisation stafforganisation style (patterns of action, symbolic behaviour etc)
Figure 3. Internal analysis of the problemText ChapterClark, J. (1995) Managing Innovation and Change: People, Technology and Strategy. London: Sage.Activity One Identifying Complex ProblemsChapter 1, Initiating Strategic Innovationhttp://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a04536695b7b9751000001Wilson, C. (1993) Problem Solving and Decision Making. London: Kogan PageActivity Four Innovative and unusual modelsChapter 15http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53b53572695b7b511c00001fHicks, M.J. (2004) Problem Solving and decision making: hard, soft and creative approaches, 2nd edition. London: Thomson.Activity Six Choosing and implementing analytical techniquesChapter 2, Approaches to problem solving and the stages involved.http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a04512695b7b6a5e00002eLakoff, G. and Johnson, M. (2003) Metaphors We Live By. London: University of Chicago Press.Activity Six Choosing and implementing analytical techniquesChapter 15http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d61a97695b7bf62700000bDe Bono, E. (2000), Six Thinking Hats, London: Penguin.Activity Seven Potential solutions to your problemChapter 1, Introductionhttp://digitisation.library.lincoln.ac.uk/lincoln/bundles/53ad6b3e695b7b360b000010Higgins, J.M. (2006) 101 Creative Problem-solving Techniques, Revised Edition. Winter Park, FL.: New Management PublishingActivity Seven Potential solutions to your problemChapter 4http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c91f67695b7be222000022Armstrong, M. and Taylor, S (2014) Armstrongs Handbook of Human Resource Management Practice. 13TH edition. London: Kogan PageActivity Eight Identifying the likely constraintsChapter 16 Strategic Resourcinghttp://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d60e0c695b7b3217000029Rosenhead, 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 MatrixChapter 2http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53baa9b7695b7b3a19000015Pinto, J,K. (2012) Project Management, Achieving Competitive Advantage. London: PearsonActivity Nine Summary MatrixChapter 13http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53d656c4695b7b0a02000024Burke, R. (2006) Project Management: planning and control techniques. (5th edition.) Chichester: WileyActivity Ten- Developing and using your implementation planChapter 7, Planning and Control Cyclehttp://digitisation.library.lincoln.ac.uk/lincoln/bundles/53b55909695b7bf96a000005Griffiths, K. and Williams, R. (1998) A Learning Approach to Change. Aldershot Gower.Activity Eleven- Assessing the risk in your implementation planPart One, Chapter Two: Foundations for change, Managing Changehttp://digitisation.library.lincoln.ac.uk/lincoln/bundles/53a044f5695b7b034b000010Burnes, B. (2004) Managing Change. Harlow: FTPrentice Hall (2009 is e-book)Activity Twelve Accelerating ChangeChapter 3http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c64199695b7bf743000006Cottrell, S. (2011) Critical Thinking Skills: Developing Effective Analysis and Argument. 2nd edition, London: Palgrave MacmillanActivity 13 and 18Chapter 12http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c920d2695b7bdd25000014Senge, 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 impactChapter 9http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53baa706695b7b3a19000001OConnor, J. and McDermott, I. (1997) The Art of Systems Thinking. London: Thorsons.Activity Fourteen Identifying values and their impactChapter 7http://digitisation.library.lincoln.ac.uk/lincoln/bundles/53c63fb1695b7bba0e00001dJensen, E. (2008) Brain-based Teaching and Learning, 2nd ed Turning PointActivity Seventeen Reviewing your thinking and decision-making strategiesChapter 3http://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 environmentProblem 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)
ProblemAnalytical Tool ApplicationDiscussionsReflections
SummaryFigure 5. Analysing the problem
Activity 7 Potential solutions to your problem (Please write 300 words)Solution generating techniqueMethods usedPotential solutions identified
Morphological analysis and related techniques
Brainstorming and its variants
Lateral thinking and associated methods
Synectics
Miscellaneous ideationFigure 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 CDescription of Solution
Evaluation Method 1
Evaluation Method 2
Evaluation Method 3
SummaryFigure 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)PROBABILITYHigh Medium LowIMPACT
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

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