Unit 3: Professional Practice

Lesson [4]
Problem solving &
Problem solving tools and techniques

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By the end of this unit a student
will be able to:
LO1 Demonstrate a range of interpersonal and transferable communication
skills to a target audience

LO2 Apply critical reasoning and thinking to a range of problem-solving

scenarios

LO3 Discuss the importance and dynamics of working within a team and the
impact of team working in different environments
LO4 Examine the need for Continuing Professional Development (CPD) and
its role within the workplace and for higher level learning

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Pass , Merit and Distinction
criteria For this section

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Critical reasoning and thinking
to a range of problem-solving scenarios

1. Specification of the problem:

▪ Definition of the problem; analysis and clarification.

2. Identification of possible outcomes:

▪ Identification and assessment of various alternative outcomes.

3. Tools and methods:

▪ Use of problem-solving methods and tools.

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1. Specification of the problem

▪ Having good, strong problem solving skills can make a

huge difference to your career.
▪ Problems are at the center of what many people do at
work every day.
▪ Problems you face can be large or small, simple or
complex, and easy or difficult.
▪ So, being a confident problem solver is really important
to your success.

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Defining the Problem

▪ The key to a good problem definition is ensuring that

you deal with the real problem – not its symptoms.
▪ For an example, if performance in your department is
low, you might think the problem is with the individuals
submitting work. However, if you look a bit deeper, the
real issue might be a lack of training, or an
unreasonable workload.

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What is a Problem?

▪ The Concise Oxford Dictionary (1995) defines a problem

as:

“A doubtful or difficult matter requiring a solution”

and

“Something hard to understand or accomplish or deal

with.”

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Problem Identification

▪ This requires deeper analysis. Identifying a problem can

be a difficult task in itself.

▪ This stage involves: detecting and recognizing that,

▪ There is a problem;
▪ Identifying the nature of the problem;
▪ Defining the problem.

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Problem Identification cont.

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2. Identification of possible outcomes

▪ Once the problem is identified, it is necessary to generate

potential solutions.
▪ Brainstorming (we will discuss this again in this lesson) with a
group can be an excellent tool for identifying potential alternatives.
▪ Try to gather may possible solutions as possible.
▪ Write down these ideas, sometimes really silly ideas can contain
the germ of a superb solution.
▪ Too often, people move too quickly into making a choice without
really considering all of the options.
▪ Spending more time searching for alternatives and weighing their
consequences can really pay off.

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Weigh the alternatives

▪ Once a number of ideas have been generated, you need to assess

each of them to see how effective they might be in addressing the
problem.
▪ Consider the following factors:
▪ Impact on the organization/group work
▪ Effect on public relations
▪ Impact on employees/group members
▪ Cost
▪ Legality
▪ Ethics of actions
▪ Whether this course is permitted under collective agreements
▪ Whether this idea can be used to build on another idea

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Make a choice & implement it

▪ Once you have made a decision, it must be

implemented.
▪ You will have to work much harder to get a satisfactory
solution.

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Evaluate the outcome

▪ Whenever you have implemented a decision, you need

to evaluate the results.
▪ The outcomes may give valuable advice about the
decision-making process, the appropriateness of the
choice, and the implementation process itself.
▪ This information will be useful in improving the
company’s/group’s response the next time a similar
decision has to be made.

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Problem solving activities

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3. Problem solving Tools and methods

1. Brainstorming

2. SWOT Analysis

3. 5 Whys method

4. The Drill Down Technique

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1. Brainstorming

▪ Group discussion to produce ideas or solve problems.

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How to do Brainstorming

▪ Step 1: Prepare the Group

▪ First, set up a comfortable meeting environment for the session. Make
sure that the room is well-lit and that you have the tools, resources, and
refreshments that you need.
▪ Step 2: Present the Problem
▪ Clearly define the problem that you want to solve, and lay out any
criteria that you must meet. Make it clear that that the meeting's
objective is to generate as many ideas as possible.
▪ Step 3: Guide the Discussion
▪ Once everyone has shared their ideas, start a group discussion to
develop other people's ideas, and use them to create new ideas.
Building on others' ideas is one of the most valuable aspects of group
brainstorming.

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2. SWOT Analysis

▪ SWOT Analysis, also known as the SWOT matrix, is an acronym for:

▪ Strengths: positive characteristics that give an advantage in its being;
▪ Weaknesses: critical characteristics that give a disadvantage in its being;
▪ Opportunities: a set of circumstances that makes it possible to do something
in advantage;
▪ Threats: a set of circumstances that could have a negative influence on the
desired goal.

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SWOT Analysis

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3. Five Whys method

▪ Sakichi Toyoda, the Japanese industrialist, inventor, and

founder of Toyota Industries, developed the 5 Whys
technique in the 1930s. It became popular in the 1970s,
and Toyota still uses it to solve problems today.
▪ The 5 Whys technique is true to this tradition, and it is
most effective when the answers come from people who
have hands-on experience of the process or problem in
question.

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5 whys Example-

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4. The Drill Down Technique

▪ Drill Down is a simple technique for breaking complex

problems down into progressively smaller parts.

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The Drill Down technique example -

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Activity

▪ Research the use of different problem-solving

techniques used in the design and delivery of an event.
(M2)

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End of Lesson 4

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