Nurturing Potential

Assignment 1Roles and Responsibilities

Legislation for the FE Sector

Webinar 2

Analysis of the problem

IILM 3 Webinar 2:

Objectives

Define a problem

Identify four tools for analysing problems

List and Discuss three styles of decision making

Examine key skills in critical thinking

Identify the problem solving process

ILM Webinar 2:

The problem is defined when

1. Everyone who reads your problem statement, including you, understands what will be different when the problem is solved.

2. Your team agrees that it describes the correct problem.

Gathering Information- Exploration of the Problem

SWOTAlbert Humphrey

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ILM Webinar 2:

StrengthsWhat do you do well?What do others see as your strengths?

WeaknessesWhat could you improve?What might others regard as weaknesses?

OpportunitiesWhat opportunities are available to you?How can you turn your strengths into opportunities?

ThreatsWhat threats could harm you?What threats do your weaknesses expose you to?

ILM Webinar 2:

Your Strengths

ILM Webinar 2:

Your Weaknesses

ILM Webinar 2:

Your Opportunities

ILM Webinar 2:

Your Threats

Promoting inclusionof children withspecial needs inmainstream extendedservices

Access Finance

TransportCapacityAttitudes

Reliance onvoluntaryagencies

Wheelchairaccess limited

Bullying

Limited numberof specially

qualified staff

Staff work-life balance

issues

Specialisttransport required

Training

Need toadjust travel

times

Need forspecial equipment

& materialsNeed totrain up

mainstreamstaff

FishboneKaoru Ishikawa

Unreliableestimates of

costs

ILM Webinar 2:

Your fishbone

Category

Cause

Effect

Force Field Analysis(Lewin 1951)

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ILM Webinar 2:

Your Problem

Positive Forces ( + ) Negative Forces ( - )

Board StormingBoard StormingAlex OsbornAlex Osborn

Successful outcome requires:

• no criticism

• No arguing

• no negativism

• no evaluation

• Large quantities of ideas

Record:

• problems

• opportunities

• ideas.

ILM Webinar 2:

BOARDSTORM

Three decision making styles

Reflexive Style:Tends to make quick decisions and, as a result, may not take the time to consider and evaluate all possible solutions.

Reflective Style:Takes time to identify, analyse and evaluate as many alternatives to solving a problem situation as possible.

Consistent Style:Based on an appropriate amount of information and evaluation, a decision is made in a reasonable amount of time.

Critical ThinkingRobert H. Ennis

• Search for reasons

• Deal with the components of a complex problem in an orderly manner

• Seek a clear statement of the problem

• Look for options

• Exhibit sensitivity to others’ feelings and depth of knowledge

• Use credible sources

• Be capable of taking a position or changing a position as evidence dictates

• Remain relevant to the point, seek information as well as precision in information

• Be open minded

• Take the entire situation into account

• Keep the original problem in mind

Task 2

M3.01 Solving Problems and Making DecisionsTask 2. Analysis of the Problem

Analysis of the problem

Gather and interpret information to identify possible options to solve the problem(min 13 marks required from 25 available)Word count 300-400

Assessment criteriaInformation to identify possible solutions to a problem is gathered and interpreted

ILM 3 Webinar 2

Objectives

Define a problem

Identify four tools for analysing problems

List and Discuss three styles of decision making

Examine key skills in critical thinking

Identify the problem solving process

Sources

SWOT Analysis

http://www.isu.edu/acadaff/swot/index.shtml

Fishbone Analysis

http://www.skymark.com/resources/leaders/ishikawa.asp

Force Field Analysis

http://rapidbi.com/created/forcefieldanalysis/

Board Storming

http://www.brainstorming.co.uk/tutorials/historyofbrainstorming.html

Critical Thinking http://

faculty.ed.uiuc.edu/rhennis/