YOUTH International University

Unit 3: Professional Practice

Assignment 1: Design and Deliver Training

Programme

Name – Zwe Htet Naing

Level – 4 (Batch – 18)

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Contents
Part – 2 (b) 3

The use of different problem-solving techniques in the design and delivery of an event 3

The use and application of a range of solution methodologies 6

The applications of critical reasoning 7

Experiences of it when working on a solution 9

Part - 2 (a) 10

Analyze team dynamics 10

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Part – 2 (b)
The use of different problem-solving techniques in the design and delivery
of an event

Problem solving is the act of defining a problem; determining the cause of the
problem; identification, prioritization and selection of alternatives for solutions; and
implementation of the solution. That is a versatile professional skill applicable to any job and
any industry. While everyone on a task is challenged to solve a problem in their workplace,
not all employees are able to cope with it.

To effectively manage and manage a successful organization, management must

guide its people and develop problem-solving methods. You can find a suitable solution to
problems by following the basic four-step problem solving process described below.

Step
a. Define problem
b. Generate the
alternative solutions
c. Implement and follow
up on the solution
 Characteristics
 State the problem specifically
 Identify what standard or expectation is violated
 Determine in which process the problem lies
 Avoid trying to solve the problem without data
 Differentiate fact from opinion
 Specify underlying causes
 Consult each faction involved for information
 Postpone evaluating alternatives initially
 Include all involved individuals in the generating
of alternatives
 Brainstorm on others' ideas
 Seek alternatives that may solve the problem
 Specify alternatives consistent with organizational
goals
 Specify short- and long-term alternatives
 Seek acceptance or consensus by all those affected
 Establish ongoing measures and monitoring

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d. Evaluate and select an
alternative
 Evaluate long-term results based on final solution
 Plan and implement a pilot test of the chosen
alternative
 Gather feedback from all affected parties
 Evaluate all alternatives without bias
 Evaluate alternatives relative to established goals
 Evaluate alternatives relative to a target standard
 Evaluate both proven and possible outcomes
 State the selected alternative explicitly

a. Define problem

Diagnose the situation so that you focus on the problem, not just the symptoms.
Useful problem-solving techniques include using flow charts to identify expected process
steps and causal charts to identify and analyze root causes.

The sections below help explain the key steps in problem solving. These steps support
stakeholder engagement, use of evidence, comparison of expectations with reality, and focus
on the root causes of the problem. You should start with:

 Reviewing and documenting how the processes currently work (that is, who does
what, with what information, what tools, communication with what organizations and
individuals, in what time frame, in what format).
 Assess the possible impact of new tools and revised policies on the development of
your “what should be” model.

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 b. Generate the alternative solutions

Postpone choosing one solution until several alternatives have been proposed to solve
the problem. Considering multiple alternatives can greatly add value to your ideal solution.
Once you have a 'what should be' model, this target standard will form the basis for
developing a roadmap for exploring alternatives. Brainstorming and team problem solving
techniques are useful tools at this stage of problem solving.

Many alternative solutions to the problem must be developed before final evaluation.
Common mistake in problem solving is that alternatives are evaluated as they are planned, so
the first acceptable solution is chosen, even if it does not best fit. If we focus on trying to get
the results we want, we are missing out on the opportunity to learn something new that will
actually improve the problem-solving process.

c. Implement and follow up on the solution

Leaders may be encouraged to guide others to implement the solution, “sell” the
solution, or facilitate implementation with the help of others. Involving others in
implementation is an effective way to get buy-in and support and minimize resistance to
subsequent changes.

Regardless of how the solution is deployed, feedback channels must be built into the
implementation. This allows for ongoing monitoring and testing of real events as expected.
Problem solving and the methods used to achieve clarity are most effective if the solution
remains in place and is updated with future changes.

d. Evaluate and select an alternative

Experienced problem solvers use a number of considerations when choosing the best
alternative. They consider to what extent:

 The concrete alternative will solve the problem without causing other unexpected
problems.
 All persons involved will accept the alternative.
 The implementation of the alternative is likely.
 The alternative fits within organizational constraints.

Important

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 Obviously, every organization has problems and everyone has problems. For this
reason, the skill to solve problems is of great importance to individuals and organizations.
Some of the benefits include:

Make the impossible possible. Knowledge in itself is not the key to problem solving,
but rather complements it with systematic approaches to problem solving, which makes the
difference. It helps individuals and organizations to overcome dangerous challenges.

Makes you stand out. People are trained to do as usual. They have learned skills and
data in what they do. However, people are unlikely to solve problems when they are
unexpected or unprecedented. If you regularly solve problems in your workplace, you will be
easily noticed, recognized and appreciated.

Increased confidence. No matter where you work or what your profession, the ability
to solve problems will increase your confidence level. Since you are confident in your ability
to solve problems, you do not waste time thinking about what you will do if a problem arises.

The use and application of a range of solution methodologies

Problem solving methodologies are processes by which a situation or problem can be

analyzed and solutions implemented. Various methodologies can be optimized for specific
applications.

Employers are looking for people who can effectively identify and ask important
questions that clarify and lead to better solutions in a variety of working conditions. They
require employees who can use multiple methods to solve problems and can articulate a
reason for choosing a course of action or a solution. In this section, you will find strategies
and techniques to help you solve difficult problems. This includes steps to understand the
problem, brainstorm possible solutions, develop solutions, execute solutions, and evaluate
results.

Before discussing open solution methodology, it is necessary to define the terms

methodology and method. The term "methodology" refers to a set of methods and techniques,
the use of which is associated with a process imposed as a whole. The methods and
techniques contained in such a methodology are operational procedures that describe specific
methodological functions that need to be completed.

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 The method is based on the interaction of three processes, the "Definition" process,
the "Discipline" process and the "Use" process. The operational interaction of these three
processes orients them as a formally organized, single-purpose discipline contained in the
method. The basic intuitions and motives underlying the method are determined by the
Define process and include the concepts and operations of the method. The Disciplinary Line
process contains the language used to describe these concepts and operations, along with how
the method is applied. The work aims to apply a specific method to context.

The methods incorporated into the methodology through the Define, Disciplinary
Line, and Use process provide a practical application methodology with a robust process for
achieving consistently good results. This does not mean that the methodology itself provides
the answers, but rather that success lies in the analyst's ability to understand and use the
various methods and techniques used.

The applications of critical reasoning

Critical thinking is the analysis of facts in order to fully understand a problem or

topic. Critical thinking often occurs in a series of steps, from identifying a problem or
problem to developing a solution.

This is one of the founding stones of human civilization. A person who lives his life
with preconceived notions and does not allow people to suggest changes is like a frog in a
well. Openness broadens our horizons, allowing us to listen to different points of view and
learn from each of them.

 Human Resources

Many companies have already begun to appoint trained and certified employee liaison
specialists who often conduct investigations in the workplace. When confronted with a
situation where they have to either warn, suspend, or fire employees accused of different
behavior, they rely on critical thinking to reach a conclusion.

Techniques such as fact-finding interviews, witness testimony, employee confidence

assessments, and the impact of firing on team performance are used to determine whether an
employee should be fired immediately or given another chance.

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  Marketing

People in marketing, public relations, operations and sales management use their
critical thinking skills to shape a company's public perception of the company's products and
services.

Previously, marketing a product in a way that only addresses a specific demographic

was considered a good gimmick. However, niche markets are currently experiencing a huge
downturn, especially in the face of the global recession and recession. Marketing agencies
have used critical thinking and found a way to solve this problem. The idea of targeting a
place market was completely abandoned. Instead, marketing techniques were used to make
the product more attractive, even if the product itself had not been altered. Thus, the products
continued to gain customers across the entire demographic without losing their main market
base.

For example, if a car is sold in a way that only women will like it, it will have trouble
meeting its expected sales figures. The reason for this is public opinion now lurking behind
the product, forcing male customers to distance themselves from the product. The correct
strategy currently being pursued is to make it attractive to all family members, including
children and the dog.

 Customer Service

Employees who regularly communicate with business customers use critical thinking
skills every time they understand customer needs and share product knowledge. Using
customer information to achieve a satisfactory resolution is an important part of conflict
resolution.

One example is a customer service executive who takes over a case and extends a due
date for a customer who previously had a clear record of payment. Another example might be
not penalizing a customer for late payment given a longstanding business relationship with
the customer.

In both of these cases, the customer service executive had to look to the customer
story at the company for help before arriving at a final solution and providing a quick
solution to the problem.

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 Experiences of it when working on a solution

I have to say that one aspect of the example that has had a big impact on my
professional experience is critical thinking.

Idea Generation

What I loved at work was the creative thinking that accompanies critical thinking. I
have noticed several times that when a problem arises in the work environment, the overall
goal of Seek Sense & Share reaction is to start shifting responsibility according to predefined
characteristics of the position, assignment, business process, strategic division, etc. However,
critical thinking is devoid of assumptions and preconditions; the process of seeking and
exchanging views removes the temptation to immediately visit the firm's “archives” to
consolidate all emerging problems, and instead forces employees / managers to go beyond
agreements and find new ideas to solve current problems. I really love and enjoy it! The end
result is very satisfying.

 Team-Think

The beauty of critical thinking is that anyone and everyone can participate in the
process. The more - literally - the better. This means that diversity in the workplace is power.
This not only gives employees a sense of belonging, but also creates corporate pride in
products and services that are designed, developed and launched through collective critical
thinking. I have seen several public corporations in Kenya engage in critical thinking
exercises in the work environment to increase tolerance in the workplace, and noticed that
Francis Bacon on critical thinking even introduced critical thinking exercises in his in-house
training seminars.

 Promotes a Variety of Options

In recent months, I have been involved in several technology projects with working
committees comprised of disciplines such as jurisprudence, ethics and integrity, to name a
few. And it was in these cases that I saw the benefits and role of critical thinking in
enhancing the end-user acceptability of solutions developed for our clientele.

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 A firm using product development for critical thinking or service improvement is
better positioned to offer not only a wide range of customer solutions, but also Thinking
novate critical students with relevance: this means that multiple solutions to the same
problem, creatively designed from within, have a higher the likelihood of winning customer
acceptance and creating customer satisfaction and loyalty.

 Uncovering Up-sell & Cross-sell Opportunities

Another result of the promotion of different options is the identification of

opportunities for by-products in the form of sell and cross-sell decisions. The complex
process of critical thinking ends with the disclosure of useful information that can then be
applied to many other scenarios. I have seen more than one project stand out from a
previously well-executed program, thanks to the overwhelming success in the deployment
phase that highlighted opportunities for new workplace initiatives. Hence, the process of
critical thinking engenders creative thinking that ultimately solves other unsolved problems
in the firm.

Part - 2 (a)
Analyze team dynamics

Team dynamics are unconscious psychological forces that affect team behavior and
performance. They are like undercurrents in the sea, which can carry boats in a direction
different from the direction they intend to sail.

Team dynamics are determined by the nature of the team, the individuals within the
team, their working relationships with other people, and the environment in which the team
operates. Team dynamics can be good - for example, when they improve overall team
performance and / or get the most out of individual team members. They can also be bad - for
example, when they cause unproductive conflict, demotivation, and prevent the team from
achieving their goals.

First, we need to cover three basic role orientations. Specifically, actions, people and
thinking. They are equally important categories. Each of these categories asserts dominance
with three distinct subtypes. Keep in mind that team dynamics are important.

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Action-Oriented Roles (AOR)

This category contains action-oriented roles. These are people who are driven by
action. They are doers. Ultimately, their main characteristic is that they are action-focused.
This does not mean that AORs are not people-oriented. It simply means that they prefer roles
that require action.

Shapers (SH)

Shapers are beginner, energetic people. As a rule, they are very determined and
focused. They are often more susceptible to target infection. Additionally, shapers tend to
communicate in an assertive, competitive, and fairly direct manner.

While good communicators in general, they can become aggressive or controversial.

This is because SH's role is results oriented and critical. And sometimes it can damage the
connection. How? The focus on results makes relationships overlooked. Therefore, at the
interpersonal level, they may not be sensitive enough.

Overall, however, they make for ideal managers. They often seem to thrive under
pressure. And their special talent is to stimulate progress and intensify teamwork.

Implementer (IMP)

The implementers are practical. They are equally disciplined and hardworking. By
following the best practices perfectly, they meet the requirements. At the same time, they
tirelessly do what needs to be done. Because of these traits, they tend to work on what is
doable and relevant. Subsequently, people consider UTIs to be very reliable. In Game of
Thrones, they even referred to the IMP as the Queen's hand. Just kidding.

They are often called passionate. Performers can also ignore people by focusing on
work. When interrupted, the performers suffer greatly. Considering team collaboration,
developers try to stay away from the abstract.

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Complete Finisher (CF)

The complete finisher types are very detail focused. To clarify, this is extreme. They
have like fixation for bug fixes.

Moreover, they are somewhat closed. To this end, it is easy for them to work in
isolation. This does not mean, however, that they do not like people. Provided they are not
prone to anxiety, CF types may even enjoy the company of others. One thing you need to do
is empower introverts, which are CF types. But they quickly resent the meetings. Provided
they do not interfere with the deadline. CF types are amazing in terms of timing. They submit
work without delay. And their work is of very good quality. Attention to detail is something
very rewarding on any team.

People-centered roles

These are people-centered roles. Their specialty in team dynamics is understanding

how people work. This is the glue that holds the team together.

Team worker

The team worker is the core of the team. They are supportive, outgoing and friendly.
They are good listeners and, to that end, are great at sharing goals. They are very flexible in a
social context. First, they act as a liaison with anyone on the team. Second, they are
discerning and caring. They know when to listen.

However, they are often most interested in creating harmony. They would rather
support someone who is wrong than stand up for themselves when they are right. It is easy to
adapt to a diverse culture in a team. And yet they won't thrive in a coworking space. To
emphasize, the team needs commands.

Resource investigator (RI)

Resource investigators are great at business development. Combined with excellent

communicators, they are outstanding extroverts. RIs are the perfect router for ideas. They are
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great negotiators and very capable networkers. Simply put, there is nothing better about
networking.

They are great for learning and reporting. And their special talent or skills are
conducive. Be that as it may, they always feel a little out of the team. They are one leg in
another row. And sometimes it can seem strange. Therefore, it is important to explain the role
to the team.

Coordinator (CO)

CO is best suited for helping others achieve common goals. While others are under-
represented, CO is over-delegating. In particular, they are the final coordinator of the team.

Together with their talent, they make a good tactical leader. They can identify
individual talents and orient them towards group goals. On the other hand, CO types cannot
connect correctly. Coordinators are very focused on goals. Administered, they are very calm,
controlled, composed. This makes them especially good at managing different teams.

However, COs can be manipulative at times. Their leadership style is not natural.
Rather, it is control, not leadership. They can do wonders with the team, other than inspiring
it.

Specialist (SP)

The SP type can be an outsider. By virtue of being an expert. Think of them as a team
member who has their own lab. Someone who loves to learn new things and explain them to
the team.

A specialist is excellent at commanding respect when in a leadership position.

Especially when you lead a team of like-minded people. Naturally, SP will not always lead
the research team. Although they are always striving to gain new knowledge. They make
great technical mentors.

The technician tends to be a little outsider. Often an expert in at least one area, the SP
is not a natural team player. They quickly understand new concepts and their applications.

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This makes them lose patience when everyone else on the team falls behind. One of the
things they dislike the most is attending unstructured meetings. In general, these types
interact in different ways. Stay tuned for the next part of this series to find out more.

Reference

- https://asq.org/quality-resources/problem-solving
- https://www.essentiallifeskills.net/thinkcritically.html
- https://wikieducator.org/CR/Introduction_to_critical_reasoning
- https://www.notredameonline.com/resources/leadership-and-
management/understanding-the-importance-of-team-dynamics/
- https://www.teamtechnology.co.uk/team/dynamics/definition

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