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

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