POWERPOINT PRESENTATION

BSBCRT611

Apply critical thinking for complex problem solving

Refine Solution for Implementation

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements Refining the solution for implementation starts with the development of a feedback register.

Feedback is the return of information regarding your proposed solution to the identified issue.

A feedback register is a recording system that will make it easy for you to systematically record and keep track of all the feedback you received regarding your proposed solution.

The following are some of the things that you have to consider:

• Who is giving the feedback

Consider the background of the giver of feedback.

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

• The type of feedback: prompted or unprompted

The feedback you receive at this stage is mostly prompted since there is deliberate effort to get feedback from them.

Feedback received can be:

o Quantitative data

o Qualitative

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

• Volume and repetition

Repetitive feedback could be an indicator that a basic factor has been overlooked and should, therefore, be a priority.

• Stakes

High stakes feedbacks are feedback that addresses a severe point in your proposed solution.

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

3.1.1 Feedback Register

This is a structured format for gathering and documenting and refers to document or data repositor that captures feedback from stakeholders in relation to the business problem, a, or relating to a key stage in the problem solving and solution development process.

As mentioned, there is no set format for a risk register, but typical formats for feedback registers include:

• Spreadsheets

• App

• Online tool

• Software program

3.1 Develop a Feedback Register to Systematically Record Feedback According to Organisational Requirements

3.2 Refine Proposal Based on Analysis of Feedback

Proper analysis of feedback will give you a better opportunity to improve the proposed solution to the identified issue.

Analysis methods include

• Thematic analysis

• Frequency of themes

• Case studies

• SWOT analysis

3.2 Refine Proposal Based on Analysis of Feedback

Analysis of feedback can be divided into four steps:

• Step 1: Categorise feedback received

Watch out for the emerging categories and note them appropriately. Group the feedback into their categories for reference later on.

• Step 2: Divide into sub-categories

Sub-categories are more specific themes within the category.

3.2 Refine Proposal Based on Analysis of Feedback

3.2 Refine Proposal Based on Analysis of Feedback

• Step 3: Specify feedback according to its nature

Feedback may be positive or negative. Specify the feedback into either and deal with them both.

• Step 4: Consolidate results and plan next move

Now that you are done categorising all the feedback, you can finally look at all the results and make a plan of action on how to address them. You can also present the summary of feedback and share the results with the members of your team to discuss how to address them.

3.2 Refine Proposal Based on Analysis of Feedback

3.2 Refine Proposal Based on Analysis of Feedback

3.3 Seek Necessary Approvals to Implement Solution

You are now at the end of this unit, that is, Step 8 of the whole approval process for workplace solutions or the sign-off. Sometimes, however, more things come up, and more considerations come to light, so a sign-off is not given. In cases like this, you just have to go back to Step 7; refine the solutions and then seek approval again.

• Step 1: Identify complex issue for resolution (within your job role)

• Step 2: Gather all pertinent info regarding identified issue

• Step 3: Present to relevant stakeholders

3.3 Seek Necessary Approvals to Implement Solution

• Step 4: Determine the best or most viable solution

• Step 5: Prepare brief on proposed solution

• Step 6: Present the brief to key stakeholders

• Step 7: Refine solution based on feedback from stakeholders

• Step 8: Present revised proposed solution to key stakeholders for approval

3.3 Seek Necessary Approvals to Implement Solution

3.3 Seek Necessary Approvals to Implement Solution

Summary

This unit leads the process for addressing complex workplace issues up to the point of implementation. It starts with scoping the problem followed by leading the solution development process until finally, you have prepared your brief, presented it to stakeholders, and have the approval necessary for eventual implementation.

This unit acknowledges that due to the nature of the workplace environment, problems naturally occur. Most are easy enough to solve without need for management intervention, but sometimes, complex problems arise, and there is a need for a higher degree of critical thinking in order even to begin the process of resolving the identified issue. This unit provides guidance for you to be able to accomplish that.

Presentation Summary

Now that you have completed this presentation, you should be able to:

Scope problem-solving process

Lead solution development process

Refine solution for implementation

Version Control & Document History

Date Summary of modifications Version

15 January 2021 Version 1.0 final produced following PowerPoint validation 1.0

BSBCRT611

POWERPOINT PRESENTATION

Apply critical thinking for complex problem solving

Lead Solution Development Process

2.1 Facilitate Ideation Session with Relevant Stakeholders

2.1 Facilitate Ideation Session with Relevant Stakeholders

Solution development is the process for determining the most viable solution to your identified issue. It is where you facilitate ideation sessions wherein ideas and solutions are generated and explored.

Ideation refers to the process of generating ideas or the creation of alternative solutions and identifying other ways to approach the problem.

There is no attempt to judge or evaluate them yet as this will come later on. It can be conducted in various ways. Some approaches include:

• Brainstorming

A combination of an informal, relaxed approach to problem-solving with lateral thinking.

In brainstorming, there are primarily four rules to follow:

o No negative feedback.

o Quantity over quality.

o Build on other's ideas.

o Encourage big thinking.

• Brainwriting

A simultaneous writing generation of ideas.

2.1 Facilitate Ideation Session with Relevant Stakeholders

2.1 Facilitate Ideation Session with Relevant Stakeholders

• Mind mapping

It is an effective way of getting all your ideas in and out of your brain.

• Provocation

A method that considers the absurd and the nonsensical.

• Worst Possible Idea

An ideation method wherein the participants purposely seek the worst possible solutions to their identified issue.

2.1 Facilitate Ideation Session with Relevant Stakeholders

2.1 Facilitate Ideation Session with Relevant Stakeholders

You now have a range of possible solutions in your hands. However, it is often impossible to have the capacity and the resources to implement all solutions identified.

Hence, there is a need to evaluate the formulated solutions for advantages and limitations in order to determine which one has the best possibility of success.

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

Evaluating solutions can be divided into five stages:

• Stage 1: Defining the ideal situation

• Stage 2: Eliminating unviable solutions

• Stage 3: Evaluating remaining solutions

• Stage 4: Assessing the risk

• Stage 5: Making the decision

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

The advantages of solutions being developed for workplace problems could be surmised in four:

• Fixes systems that are broken

• Addresses risks

• Improves performance

• Opportunity for improvement

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

You will need to tap into critical and creative thinking techniques applicable to achieve the results desired. You will also have to use critical and creative thinking techniques to translate the goal into actionable steps.

• Critical Thinking Techniques

Critical thinking refers to the ability to think clearly and rationally. Critical thinking aims to achieve objective evaluation and analysis of problems, situations, or ideas, to build a clear understanding or how to reach the optimal solution.

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

Some techniques include:

o Analysis

An analysis is an essential step in critical thinking, and being analytical is a crucial part of developing critical thinking skills.

Characteristics of Analysis for it to be effective are the following:

▪ Objective

▪ Curious

▪ Observant

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

o Synthesis

studies the combination of the parts to form a whole. To effectively go through the synthesis process.

Critical thinkers need to have the following characteristics:

▪ Flexible

▪ Open-minded

▪ Creative

2.2.1 Critical and Creative Thinking Techniques

o Consultation

Consultation refers to engaging with stakeholders.

o Evaluation

Evaluation in critical thinking is where you make judgements and examine the significance of something which will then lead you to:

▪ Reasonable conclusions

▪ Solutions

▪ Recommendations

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

• Creative Thinking Techniques

This is a process that is used to solve problems and find opportunities. The process aims to go beyond traditional thinking in problem-solving to find creative solutions. In this process, creative thinking is an essential aspect that must be involved.

Some techniques include:

o Design Thinking

This is a creative process that aims to find new ideas and solutions to an existing problem.

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

o What-Iffing

This is basically asking ‘what if’ to generate new perspectives. This creative thinking approach releases the mind from being blocked by reality.

o Attribute analysis

Attribute analysis involves breaking down:

▪ Problem

▪ Idea

▪ Thing into attributes

▪ Component parts

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

o Six Thinking Hats

This problem-solving technique involves putting on a metaphorical hat for decision-making. Each of the six (6) coloured thinking hats represents a different way of looking at a problem.

▪ White Hat

Facts; White is all about logic and looking at the data.

▪ Red Hat

Emotions; Red is the colour of love and, like love, the red hat is about gut instinct.

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

▪ Black Hat

Judgment; Black hat thinking is aimed at spotting little flaws in the plan that, over time, may make the whole thing come apart.

▪ Yellow Hat

Logic; Someone wearing the yellow hat must always look at every solution.

▪ Green Hat

Creativity; You will just generate all sorts of crazy ideas, some of which will work, others which will not.

▪ Blue Hat

Control; The blue hat thinker has to think about control and processes.

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.2.1 Critical and Creative Thinking Techniques

o Lateral thinking

Lateral thinking is using a unique perspective to look at a problem to generate ideas or solutions.

The following are lateral thinking techniques:

▪ Alternatives

▪ Focus

▪ Random Entry

▪ Provocation and movement

▪ Harvesting

▪ Treatment of Ideas

2.2 Evaluate Formulated Solutions for Advantages and Limitations Using Critical Thinking Techniques

2.3 Apply Decision-Making Processes to Select Most Viable Solution

This is about applying decision-making processes to select the most viable solution from your already trimmed down list.

The decision-making process has seven steps:

• Step 1: Identifying the decision

This step is about making that commitment to decide which of the solutions you will go with.

• Step 2: Gathering relevant information

Referring to external sources is also valuable. Look up studies and market research on the area related to your decision.

2.3 Apply Decision-Making Processes to Select Most Viable Solution

• Step 3: Identifying alternatives

Identify other options and new approaches to solving the problem. It could also be possible to tweak your identified solution and improve on it.

• Step 4: Weighing the evidence

Identify the pitfalls and compare it against the possible rewards.

• Step 5: Selecting the best solution

Decision-making is a process. This means that there are always opportunities for re-evaluation and improvement.

2.3 Apply Decision-Making Processes to Select Most Viable Solution

2.3 Apply Decision-Making Processes to Select Most Viable Solution

• Step 6: Taking action

Make the decision and take a pick. Develop a project plan for the solution you decided on.

• Step 7: Reviewing the decision

The decision-making goes hand-in-hand with the problem-solving, wherein both processes are involved in identifying and resolving issues within organisations and businesses.

2.3 Apply Decision-Making Processes to Select Most Viable Solution

2.3 Apply Decision-Making Processes to Select Most Viable Solution

2.3.1 Barriers to Effective Decision-Making

In order to be effective in decision-making, you also have to be aware of the barriers that can prevent you from doing so.

There are mainly two barriers:

• Lack of knowledge

• Bias

There are many kinds of bias. Some of them that affect effective decision-making capability are the following:

• Groupthink bias

• Confirmation bias

2.3 Apply Decision-Making Processes to Select Most Viable Solution

2.3 Apply Decision-Making Processes to Select Most Viable Solution

2.3.1 Barriers to Effective Decision-Making

• Attribution or self-serving bias

• Trusting testimonial evidence

• Memory lapses

• Accepting authority without question

• Generalisation

• Ignorance

• Coincidence

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

A brief is a summary document that serves as a starting point for workplace solution proposal. It contains important details for addressing the complex issue previously identified, which includes:

• Deliverables

• Schedules

• Timetables

• Logistics

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

The approval process for workplace solutions varies from workplace to workplace depending upon how big your business organisation and your organisation policy and procedures since there varying degrees of permission levels are and assigned approvers. Generally, however, the approval process is straightforward.

• Step 1: Identify complex issue for resolution (within your job role)

• Step 2: Gather all pertinent information regarding identified issue

• Step 3: Present to relevant stakeholders

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

• Step 4: Determine the best or most viable solution

• Step 5: Prepare brief on proposed solution

• Step 6: Present the brief to key stakeholders

• Step 7: Refine solution based on feedback from stakeholders

• Step 8: Present revised proposed solution to key stakeholders for approval

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4.1 Organisational Requirements for Development and Presentation of a Brief

Every organisation has established plans and requirements that provide guidelines for how the organisation will progress into the future – how it will approach matters as they come including that for development and presentation of a brief.

Generally, development and presentation of a brief is also straightforward and follows the structure in this manner:

1. Greeting the audience and introducing self.

2. Introduction of you the brief; what it is about.

3. Discussion about the identified issue and explanation of the proposed solution.

4. Conclusion of the talk.

5. Thank the audience and invite them to ask questions.

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4.1 Organisational Requirements for Development and Presentation of a Brief

Some examples of presentation structures are as follows:

• Demonstration

This is a good method for presentation if your proposed solution involves equipment, gadget, or a product.

• Problem-Solving

This presentation structure is best for when you want to persuade your audience.

• Storytelling

Storytelling incorporates stories into your presentation.

2.4 Prepare a Brief on Proposed Solution According to Organisational Policy and Present to Key Stakeholders

2.4.1 Organisational Requirements for Development and Presentation of a Brief

• Remaining Method

It is a great method for this type of situation because it is very persuasive in that it is framed as the best possible idea out of the various alternatives.

In this presentation, we have covered:

Scope problem-solving process

Lead solution development process

❑ Refine solution for implementation

What have we learned?

End of Chapter 2

BSBCRT611

POWERPOINT PRESENTATION

Apply critical thinking for complex problem solving

About this Unit of Competency BSBCRT611 – Apply critical thinking for complex problem solving

• Covers the skills and knowledge required to apply critical thinking in order to develop solutions to complex issues arising in the workplace.

• Applies to those who are required to think critically in order to develop structured and innovative solutions to overcome complex organisational issues.

Presentation Objectives

At the end of this presentation, you will be able to:

❑ Scope problem-solving process

❑ Lead solution development process

❑ Refine solution for implementation

Scope Problem Solving Process

1.1 Identify Complex Issue for Resolution Within Scope of Job Role and in Consultation with Relevant Stakeholders This starts with the identification of complex issues which is within the job role of the learner. Task objectives and risks involved in pursuing the issues are then documented to learn more about what the issue entails.

A complex issue is a problem that necessitates the approach to come from multiple perspectives to provide possible solutions.

These are questions and problems that need to be addressed, but no easy solutions are available, or that quick fixes are not possible. It needs a thorough sit down for planning.

1.1 Identify Complex Issue for Resolution Within Scope of Job Role and in Consultation with Relevant Stakeholders

Books and other publications are great sources of information. Three categorised types of sources are:

• Primary Sources

• Secondary Sources

• Tertiary Sources

1.1 Identify Complex Issue for Resolution Within Scope of Job Role and in Consultation with Relevant Stakeholders

1.1 Identify Complex Issue for Resolution Within Scope of Job Role and in Consultation with Relevant Stakeholders

1.1 1 Consultation with Relevant Stakeholders

To effectively identify the complex issue, it must be done in consultation with relevant stakeholders. Consultation is necessary primarily for two things:

• Input

• Approval

Stakeholders are individuals or groups who are impacted by the identified complex issue and its resolution thereof. These stakeholders have an interest in the success of the project.

1.1 Identify Complex Issue for Resolution Within Scope of Job Role and in Consultation with Relevant Stakeholders

1.1 1 Consultation with Relevant Stakeholders

Consultation with stakeholders could be conducted in a number of ways. Consider the gravity of importance and limitations when choosing a method.

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