Workbook. Problem Solving. Employability Skills. Workbook. We should always pay some down. Probably not 5K this to

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1 Problem Solving Employability Skills Workbook We should always pay some down. Probably not 5K this to 1

2 No patent liability is assumed with respect to the use of the information contained herein. While every precaution has been taken in the preparation of this work, the authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information contained herein. This work has been prepared for use as part of structured vocational education and training and should only be used within that context. The information contained herein was correct at the time of preparation. Blueprint Project LLC. Except as provided by the Copyright Act 1968, this publication may only be reproduced, stored in a retrieval system or transmitted in any form or by any means as per the terms and conditions of purchase. info@blueprintprojectllc.com 2

3 Contents Symbols... 4 Introduction... 5 Workplace Problems... 6 Activity 1 Workplace Problems... 8 Problem-Solving Skills... 9 Activity 2 Problem-Solving Skills Problem-Solving Process Activity 3 Five Step Problem Solving Problem-Solving Tools Activity 4 Problem-Solving Tools

4 Symbols Important Points Information that is most relevant to the job role Activities Opportunities to practice and apply skills Useful Resources Websites, resources, organisations, etc. 4

5 Introduction Employability skills are the general workplace skills that employers look for beyond job-specific skills. For example, you need to be able to communicate, problem solve and use technology in any workplace. These skills, along with your job training make you more employable in a range of workplaces. The modern workplace requires employees to have the right mix of knowledge, abilities and personal qualities in order to be successful. You need to be resourceful, adaptable and organised, as well as skilled in your specific job. Having these employability skills gives you a greater range of choices in the job market and opens up opportunities once you get there. Regardless of your specific job, or the industry you work in, there are several skills employers are looking for: 1. Pre-Employment 2. Communication 3. Teamwork 4. Problem solving 5. Initiative and enterprise 6. Planning and organising 7. Self-management 8. Learning and technology Problem Solving Problem solving is about being able to find solutions when faced with difficulties or setbacks. Even if you can t think of a solution straight away, you need to have a logical process for figuring things out. Problem solving involves: Identifying and defining problems Using a range of practical and creative skills Developing practical and innovative solutions Implementing strategies and tools Evaluating solutions 5

6 Workplace Problems Problems are daily life occurrence; relationships, money, traffic, things that don t work properly, etc. Some are more serious and complex than others, and some are specific to certain situations. The workplace brings its own set of issues and problems that make it difficult for people to do their jobs. Workplace problems include: Interpersonal conflict Communication problems Gossip, drama and small talk Focus and disengagement Low motivation and job satisfaction Performance issues Poor job fit Workplace problems are a common source of stress for most people; there is no perfect workplace where everyone gets along, they all understand their role and there s never any conflict. In fact, most workplaces are the opposite; there is frequent conflict between workers, confusion about role expectations and poor communication between management and staff. The workplace is typically an environment in which people with different personalities, communication styles, and worldviews interact. These differences can create tension, stress and conflict that in some cases, can be harmful. For example, some workers experience bullying, harassment and/or discrimination, and although all workers have the right to be treated fairly and to feel safe in the workplace, this is not always the case. Workplace issues such as bullying, harassment and discrimination must be reported to management/hr, as these issues have legal consequences. 6

7 Workplace problems can lead to more problems: Stress Decreased performance/productivity Loss of job/termination Decreased satisfaction/happiness Mental health issues Problem Solving Barriers It is important however, to see some problems as opportunities; they challenge you and push you to see and do things differently, which ultimately makes you a better employee. In many workplace situations, we are our own worst enemy in solving problems; we decide that problems can t be solved, other people are responsible, we make rash decisions, we make it personal, etc. Barriers to solving workplace problems include: Perception Assumptions Old habits Fear Procrastination Being reactive Emotional attachments Pessimism Irrationality 7

8 Activity 1 Workplace Problems 1. List 5 things you believe to be the most common workplace problems. 2. Compare your list with another person. What is different? What is the same? Why? 3. Make a list of the problem-solving barriers you have encountered, including your own. 4. Compare your list with another person. What is different? What is the same? Why? 8

9 Problem-Solving Skills To successfully solve workplace problems, you need practical problem-solving skills and creative problemsolving skills. Depending on the problem, the environment, other people you are working with, and your own personality, one of these will be more effective than the other. Practical problem-solving skills (also called, Analytical problem-solving skills ) are the critical thinking skills and subject knowledge that help you evaluate the problem from a logical perspective. Some problems require a logical and methodical approach, e.g., technical problems, or problems with a set solution. Practical problem-solving skills include: Putting things in order, e.g., events, items, situations, etc. Comparing the options Contrasting the options Evaluating the options Selecting the best option Creative problem-solving skills are the indirect and divergent thinking skills that use imagination to approach problems from different angles and find a range of innovative solutions. Some ideas and approaches may seem unrealistic or impractical, but creative problem-solving pushes you to look beyond the obvious and try something new. Creative problem-solving is generally applied to four different types of problems: Personal problems, e.g., emotional or health problems Interpersonal problems, e.g., disagreements with other people Impersonal problems, e.g., shortage of money Community and wider societal problems, e.g., litter or crime rates, etc. Creative problem-solving skills include: Creating a broad range of ideas Drawing conclusions Creating uncommon ideas Developing ideas Believing the problem will be solved 9

10 Effective problem solving requires a measured combination of practical and creative thinking. Practical Problem Solving Skills Gathering information and facts Setting suitable problem solving goals Applying rational thinking to generate possible solutions Making decisions about the best solution Planning, organising and implementing solutions Creative Problem Solving Skills Using intuition and drawing conclusions based on impressions and feelings instead of facts Creating new, meaningful ideas or concepts Being innovative putting new ideas or concepts to a practical use Giving the situation time to incubate letting the solution develop over time People tend to have a range of both problem-solving skills at different times, and in different situations. Because of this, it is essential that you apply effective communication skills and focus on aspects of teamwork when solving problems with other people in the workplace. People with strong practical problem solving skills who don t have strong creative problem solving skills can see problems as obstacles, a threat to their comfort and security, or they become frustrated and annoyed when problems arise. They may have the practical skills to take action, but not the creativity to see different aspects of the problem or the belief that they will succeed, and this can limit their success. People who have strong creative problem solving skills but not strong practical problem solving skills can be overly optimistic about problems and fall into the trap of hoping for the best; it will all work out. This creates a situation where problems are not quickly resolved because they fail to take action. To solve workplace problems, you need to be able to: Focus on the solution not the problem Have an open mind Be inquisitive View problems neutrally Think laterally indirectly, creatively, etc. Use language that creates possibility Simplify situations Keep emotions out of it See problems as challenges or opportunities Believe that problems are solvable Understand that solving problems takes time and effort 10

11 Motivate yourself to solve problems immediately, rather than putting them off Identify the specifics of the problem Evaluate information or situations that are linked to the problem Break the problem down into key components Use creativity and initiative Make effective use of resources Consider various ways of approaching and resolving the problem Decide on the most appropriate solution Learn from the process 11

12 Activity 2 Problem-Solving Skills Think about how you typically solve problems at work and at home. 1. Write a reflection that answers the following questions. How do you solve problems with friends and family? How do you solve problems at work? Do you consider yourself to be a good problem-solver? Why/Why not? What are your strongest and weakest problem-solving skills? What would you like to improve? 2. Provide 2 examples of actual situations you ve been in and how you handled them. Did you use practical or creative problem solving skills? Or both? How? How did others around you handle the problem and what do you think about it? What was successful? What was not successful? 12

13 Problem-Solving Process Whether the problem requires a practical approach or a creative one, a successful outcome is more likely when you apply a problem-solving process. There are many variations of the process below, but this is the most widely accepted and used. Five-Step Process to Problem Solving There are five general steps in the problem solving process: Define the problem 1. Define the problem Implement the solution Generate ideas for a solution Review the results Before you can solve the problem, you must know exactly what it is, and understand its impact. Take your time during this stage; try to understand the underlying cause of the problem and its many symptoms. By identifying and addressing the cause of the problem, the symptoms are likely to be solved also. Defining a problem can be as simple as asking the right questions at the right time: What is happening? What is the real problem? Why is this happening? Why/How is it a problem? Can I ignore this problem? Who and what can help solve this? Decide on a solution This is a good time to apply the 5 Whys process (see the next topic). 13

14 2. Generate ideas for a solution Brainstorm a list of potential solutions to the problem (see the next topic for more on brainstorming). Create a list that includes as many ideas and options as possible. Larger, more complex problems, need bigger lists. This step may take a while to complete. It may occur over many days or weeks, as the ideas are presented and discussed. Depending on the workplace, people may brainstorm individual solutions and then come together with the larger group to share ideas. It is important not to rule out any ideas at this point. 3. Decide on a solution Review the different options that you generated during step 2. Select one or more solutions using the following questions: Is it effective? Will it meet the goal? Is it efficient? Will be affordable? Can it be implemented in a timely manner? Will there be unintended consequences? This is a good time to conduct a SWOT analysis (see the next topic). 4. Implement the solution Once you have made a decision, you need a plan to implement the solution. Determine the following: What needs to done How it will be done Who needs to do each part When each part needs to be completed When and how it will be reviewed Implement the plan, monitor its success and prepare for a review. 5. Review the results In order to know if you successfully solved the problem, you need to review the impact of the solution. This review will also help you improve your problem-solving skills and prevent similar problems from occurring in the future. The review doesn t need to overly complicated; you just need to evaluate the following: What worked and what didn t Feedback from other workers, customers, clients, management, etc. The entire problem-solving process 14

15 Activity 3 Five Step Problem Solving Process Working with a small group, apply the 5 Step Problem-Solving Model to the problem below. Afterwards, compare your solutions with the other groups. Discuss the differences and similarities. Does anything stand out? Two of the five members of the team you work with are not getting along. They bicker about how to get the job done and the whole team is stressed. They both say they cannot be effective and work with the other person. They clearly have communication issues, generally dislike each other and do not have respect for the others ideas and work methods. Your team is working on an important project together and there is no room for arguing and fighting as the deadline is drawing near. The supervisor is on leave and as a team you need to come up with a solution. Use the 5 Step process to come up with short-term as well as long-term solutions. Reflection What was difficult about this situation for you? 15

16 The 5 Whys Problem-Solving Tools The 5 Whys is a problem-solving tool that involves asking a series of five (or less) Why questions to get to the root of the problem. The thinking is, the answer to one question will lead you to another question. This is an effective tool for Step 1 of the 5-Step process. The following is a very simple example of the 5 Why process. Problem: Customer is refusing to pay for their order. 1. Why are they refusing? Because we did not deliver on time. 2. Why did we not deliver on time? Because the order took longer to complete than we expected. 3. Why did it take longer than expected? Because we ran out of materials. 4. Why did we run out of materials? Because they were used on a previous order. 5. Why wasn t there back up stock? Because the supplier did not deliver on time. Solutions: a. We need to find a back-up supplier who can deliver on short notice. b. We need a new inventory system/schedule. c. We need to check our stock before providing timeframes. The 5 Whys is best used for simple, process-related problems. For more complex problems, it is recommended that you use one the tools on the following pages. 16

17 Cause and Effect Diagrams Cause and Effect Diagrams, also called Fishbone diagrams, are effective tools that help identify and document all possible causes to problems that you may encounter in the workplace. Used during the first two steps of the 5-step process, and brainstorming sessions, Fishbone diagrams help you thoroughly consider any hidden factors that may be causing or influencing the problem, such as resources, equipment, processes, or people. In a fishbone diagram, the various causes are grouped into categories and the arrows in the image below indicate how the causes cascade or flow toward the end effect. Using a Cause and Effect Diagram 1. Identify the problem (the effect): a. Identify who is involved b. Identify when and where it occurs 2. Decide the categories the major factors involved: a. Try to draw out as many possible factors as possible use brainstorming b. Examples of categories include people, processes, systems, equipment, resources, environment, policies, procedures etc. 3. Identify possible causes of the problem: a. Brainstorm possible causes of the problem that may be related to the factor b. Draw these as smaller lines coming off the 'bones' of the fish 4. Analyse and investigate the diagram: a. Ask "Why?" or "Why else?" to identify the root causes b. Investigate the most likely causes further 17

18 Brainstorming An effective and efficient method of problem solving is brainstorming; generating new and varied ideas in order to build creativity and stimulate member contributions. Bouncing ideas off other people stimulates creative thinking, which leads to more innovative solutions. Brainstorming can be done as an interactive exercise or the people can work on their own brainstorm and then share results with the group. This is an effective tool to use in Step 2 of the 5-step process. Brainstorming process: Generate ideas make sure no one criticises any ideas; this dampens creativity Get everyone to contribute Be creativity, even if it seems impractical Keep moving don t focus too long on one topic Encourage people to develop each other s ideas Record ALL the ideas they may build on each other; or you may see a theme Sort through the ideas Look for any that are duplicates and eliminate Group like concepts together Eliminate ideas that don t address the problem Brainstorming is not a perfect tool for problem solving; it can be challenging to balance people s contributions. Some people are naturally quiet, others can be more dominant and it tends to be these more dominant people whose ideas are heard. There are three main factors that contribute to unproductive brainstorming: Evaluation apprehension Social loafing Production blocking People (especially quiet ones) can be concerned about making a good impression and will be reluctant to speak up for fear of being judged. People tend to lose motivation to work hard when working in groups because they feel that the other members can pick up the slack; they rely on the motivation and hard work of the collective and think they can get a free ride. Individual contributions tend to get interrupted by the contributions of others, especially quiet people who are less likely to jump in and say the first thing that comes to mind. Be careful using brainstorming; the first idea that someone or the group comes up with is not always the best. Try to generate as many alternatives as you can. Remember, the solution may lie with the person who didn t speak up because they didn t get a turn, they were loafing or they were afraid of judgement. 18

19 SWOT Analysis SWOT analysis is a problem-solving tool that identifies the strengths, weaknesses, opportunities and threats of a solution. After you have identified the problem and explored possible solutions, conduct a SWOT analysis by filling in each of the four areas in the grid below. This is an effective tool to use in Step 3. Strengths Advantages of the option Aspects of the option that will help solve the problem Opportunities External resources that can help the solution Technology, people, other organisations, etc. SWOT Weaknesses Disadvantages of the option Aspects of the option that could make it fail Threats External isues that can derail the solution Obstacles - money, time, resources, people, skills, etc. There are many other ways to think through and solve problems: Ask more questions we tend to jump to solutions based on what worked in the past Tackle the smallest problems first once you have solved some basic problems, it feels easier to solve the difficult ones Use visualisation and illustration make a chart, storyboard, draw it out on a whiteboard, etc. Break the problem into components, address each component as an individual problem Use a flow chart include the problem as well as things that are working Play out worse case scenarios 19

20 Activity 4 Problem-Solving Tools Working with a small group, discuss the scenarios below and come up with a solution for each one using one or more of the tools and strategies in this section. Try to use a different tool for each problem. 1. The person who orders materials for the project you are working on has completely forgotten to do it. Everyone is ready to get started and there are no materials to work with. The client is coming by in two days to check on progress. It will be at least 3 days before the materials arrive. 2. The person who handles all technical support for your website is chronically late at getting back to you. Unfortunately, he built the website and says it is complicated and only he understands how it works. You really love the website and know he is talented and do not want to start over. 3. You do not think you are valued as an employee at your job. You love what you do but are starting to feel unmotivated. You start making careless mistakes and your supervisor is beginning to notice. 4. Your co-worker rarely responds to customer s in a timely fashion. On a number of occasions, you have received angry s from customers letting you know they are taking their business elsewhere. What problem solving tools did you use for each scenario? Which ones worked best for you? 20

21 Skills Assessment Problem Solving Employability Skills Skills Assessment 1

22 Skills Assessment No patent liability is assumed with respect to the use of the information contained herein. While every precaution has been taken in the preparation of this work, the authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information contained herein. This work has been prepared for use as part of structured vocational education and training and should only be used within that context. The information contained herein was correct at the time of preparation. Blueprint Project LLC. Except as provided by the Copyright Act 1968, this publication may only be reproduced, stored in a retrieval system or transmitted in any form or by any means as per the terms and conditions of purchase. info@blueprintprojectllc.com 2

23 Skills Assessment Contents Introduction... 4 Task 1 Case Study... 5 Task 2 Self-Assessment... 6 Task 3 Problem-Solving Process... 7 Task 4 Questions

24 Skills Assessment Introduction Employability skills are the general workplace skills that employers look for beyond job-specific skills. For example, you need to be able to communicate, problem solve and use technology in any workplace. These skills, along with your job training make you more employable in a range of workplaces. The modern workplace requires employees to have the right mix of knowledge, abilities and personal qualities in order to be successful. You need to be resourceful, adaptable and organised, as well as skilled in your specific job. Having these employability skills gives you a greater range of choices in the job market and opens up opportunities once you get there. Regardless of your specific job, or the industry you work in, there are several skills employers are looking for: 1. Pre-Employment 2. Communication 3. Teamwork 4. Problem solving 5. Initiative/enterprise 6. Planning and organising 7. Self-management 8. Learning and technology Problem Solving Problem solving is about being able to find solutions when faced with difficulties or setbacks. Even if you can t think of a solution straight away, you need to have a logical process for figuring things out. Problem solving involves: Identifying and defining problems Using a range of practical and creative skills Developing practical and innovative solutions Implementing strategies and tools Evaluating solutions 4

25 Skills Assessment Task 1 Case Study Use this case study to work through workplace issues relating to: Interpersonal conflict Communication problems Gossip, drama and small talk Focus and disengagement Low motivation and job satisfaction Performance issues Poor job fit The questions below are provided as a guide to facilitate discussion. They can be answered in groups or individually. Feel free to add other relevant questions that suit your particular needs or situation. Due to budget cuts, 2 of the 5 people in your department have been let go. The supervisor has divided the workload between the 3 remaining workers; Ashley, Timothy and Jared. Without the money for more staff, Ashley, Timothy and Jared have been told they are lucky to still have their jobs at all and to be thankful they were not let go. While the additional work is putting stress on each of them, there are a few other issues that have come up: 1. Timothy is upset that the higher-level work has been given to Ashley. He does not think she is capable of handling it and thinks she will make them all look bad. 2. Jared is so frustrated about the additional workload that he is complaining to everyone about it. 3. Ashley has been bragging about her new responsibilities and is telling people she thinks she will get a promotion soon because she is clearly more important than Timothy and Jared. Discussion Questions What is the main problem in this scenario? If you were the supervisor, how would you approach this problem? How would you solve each of the 3 other issues? What additional problems could arise from this situation? What barriers could be preventing an effective resolution? What would you find challenging in addressing this problem? Does this situation call for practical or creative problem-solving skills? How and Why? What problem-solving tools would you apply for an effective resolution? 5

26 Skills Assessment Task 2 Self-Assessment 1. What type of problem solver are you? Tick all of the boxes that apply to you. I like to q Use critical thinking q look at problems from different angles q Plan and organise q Develop a broad range of uncommon ideas q Set goals q Think "outside the box" q Gather information and facts q Believe the problem will be solved q Compare options q Use intuition q Make clear, methodical decisions q Create new, meaningful ideas or concepts q Break the problem down into key components q Be innovative q Evaluate information relevant to the problem q Give problems time to incubate Mostly ticked statements on the LEFT = You are a practical problem-solver Mostly ticked statements in the RIGHT = You are a creative problem-solver If you ticked an EQUAL number of left and right statements = You are a balanced problem-solver 2. Think about work situations you ve been in (or other situations, if this is your first job) where you ve been instrumental in solving a problem. Referring to the lists above, what strategies did you use? What other strategies could you have used that might have been beneficial? 3. Reflect on a time someone else solved a problem differently than you would have. What did they do that admired? you 6

27 Skills Assessment Task 3 Problem-Solving Process Identify a current problem in your work life, and apply the 5 Step Problem Solving Model. 1. Define the problem 2. Ideas for a solution 3. Decide on a solution 4. Implementation 5. Review 7

28 Skills Assessment Task 4 Questions Working on your own, answer the following questions. 1. What are the types of problems people encounter in the workplace? 2. What are the things that can create barriers to solving workplace problems? 8

29 Skills Assessment 3. Summarise the difference between practical problem-solving skills and creative problem-solving skills. 4. Summarise the 5 Step Problem-Solving Process. 9

30 Skills Assessment 5. Explain the purpose of the following tools: The 5 Whys Brainstorming Cause and Effect Diagrams SWOT Analysis 10

31 Employability Skills Checklist This checklist provides a breakdown of the skills that will be addressed in each topic of this kit. Use it as a way to monitor completion of the Employability Skills kit or as a record of outcome. Employability Skills PRE-EMPLOYMENT Used a range of sources to locate job postings Interpreted job descriptions Prepared a résumé/cv Filled out a job application Written a cover letter Responded to selection criteria Prepared for a job interview Interviewed for a job Followed up with prospective employer Comments COMMUNICATION Used a range of communication styles Was assertive Spoke clearly and directly Adapted communication to suit a range of situations and people Used and recognised non-verbal communication Written to the needs of the audience and situation Comprehended written material Used active listening skills Listened and understands Used open and closed questions appropriately Used appropriate cross cultural communication techniques Employability Skills Checklist 1

32 Employability Skills Recognised and addressed communication barriers Comments TEAMWORK Worked as an individual and as a member of a team Worked confidently within a group Contributed own ideas effectively Took a share of the responsibility Accepted and learns from constructive criticism Provided positive, constructive feedback to others Worked across different ages, gender, race, religion or political persuasion Recognised stages of team development Defined own role within team Applied teamwork to a range of situations Identified the strengths of the team members Recognised and addresses team challenges Comments PROBLEM SOLVING Identified and defines problems Identified barriers to problem-solving Used a range of practical and creative problem-solving skills Developed practical and innovative solutions Implemented a range of problem-solving strategies and tools solutions Evaluated Employability Skills Checklist 2

33 Employability Skills Comments INITIATIVE AND ENTERPRISE Adapted to new situations Took calculated risks Was creative Identified opportunities other people don t see Identified potential improvements to working practice and conditions Generated a range of options Initiated innovative solutions Translated ideas into action Did more than is expected Took responsibility for own actions Comments PLANNING AND ORGANISING Assessed current situation/needs Established clear goals and objectives Identified and analyses barriers Developed action plans Followed through on plans Managed time and priorities Scheduled time and tasks Delegated tasks and responsibilities to others Organised work environment Employability Skills Checklist 3

34 Employability Skills Comments SELF-MANAGEMENT Had self-awareness Understood preferred learning style Recognised and managed stress Balanced work and personal life Had confidence in own knowledge and ability Was disciplined and resilient Had self-control Was able to self-regulate Was motivated Was persistent Maintained health Managed interruptions and distractions Comments LEARNING AND TECHNOLOGY Managed own learning with a range of methods and technology Contributed to learning in the workplace Was willing to learn and apply technology skills Had enthusiasm for ongoing learning Was willing and open to learn on and off the job Was prepared to invest time and effort in learning new skills Used technology to organise information and data Used workplace technology, including social media appropriately Employability Skills Checklist 4