How to Put Solutions To Work

Multiple Choice (2)

1. Problem solving requires

a. Analysis

b. Understanding

c. Ideas

d. All of the above

2. To solve problems, a person must be willing to

a. Consider new ideas

b. Develop new ideas

c. Try new ideas

d. All of the above

3. Sharing your solution will make others

a. Eager to work on the next problem

b. Jealous

c. Angry

d. All of these

4. Problem solvers are

a. Respected

b. Trusted

c. Appreciated

d. All of the above

5. Once you know a solution works, you must

a. Inorganizational it into the process

b. Share it with others

c. Review the process

d. All of the above

6. The best people qualified to determine if the problem has been solved is

a. The ones who first recognized the problem

b. Managers

c. Leaders

d. All of the above

7. When measuring your goal, you should measure

a. What you did to achieve it

b. The time it took

c. The people involved

d. All of these

8. Solutions take

a. Money

b. Power

c. Time

d. All of the above

True/False

1. ______ Once you have found then solution, then you must put it to work.

2. ______ We are better off without problems.

3. ______ Each procedural step of putting solutions to work should take the same amount of time.

4. ______ The ability and willingness to change is a function of organizational culture.

5. ______ If the solution process was finding someone to blame, then employees will resist it.

6. ______ Concepts are problem-solving devices.

Answers:

1. T

2. F – Problems can help prove our self worth.

3. F – Time spent on each procedure will vary from problem to problem.

4. T

5. T

6. T

Summary

Problems are a natural part of project/programme purpose, and solving them is part of every manager’s job description. Finding the solution is only part of the process. Once it is found, it has to be put to work.

There is a human element to initiating the changes that solving problems usually require. People can have different reactions to it. Their reaction often depends upon the organizational culture.

In rigid and bureaucratic organizations, change can be seen as blame, and therefore be resisted. In more fluid organizationswhere people have more freedom and less rigidity, change is often seen as a natural part of the project/programme purpose process.

There are seven, clearly defined procedural steps that can be followed to put solutions to work. The amount of time that must be spent on each step will vary from problem to problem, and from solution to solution. Each step does not require equal time or effort, but each one does deserve equal attention. Nor will each step require the same amount of time and effort in each different situation in which it has to be applied.

While we “dream” of having a problem-free environment, the truth of the matter is that we need problems in order to prove ourselves and our worth. Without problems to solve, we don’t have much of an opportunity to show what we can do, and advance through the organizational structure. Those people who are eager to tackle the thorniest problems, and who get results when they do so, are the obvious choices for advancement. As industrialist Henry J, Kaiser once said, “Problems are only opportunities in work clothes.”

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Test

1. ______ A common problem with accepting change is feelings of blame.

2. ______ How the change is presented will often determine if the solution becomes a separate problem.

3. ______ If the solution does not work after a short while, change it.

4. ______ Problems may change while looking for a solution.

5. ______ It is important to make sure the solution does not cause any more problems.

6. ______ Missing records help you reach your goal.

7. ______ A successful project/programme purpose is aware of everything going on in and around it.

8. ______ When you introduce something new, you are introducing change.

9. ______ You can make several changes at once in order to finish the solution.

10.______ Introducing the solution can mean changing attitudes.

Answers:

1. T

2. T

3. F – Give it enough time to work.

4. T

5. T

6. F- Records should be accurate and thorough

7. T

8. T

9. F – One change at a time

10. T

Bibliography

Bell, M. (1982). Phrases in group problem solving. Small Group Behavior, 13,475-495.

Burleson, B., Levine, B., & Samter W. (1984). Decision-making procedure and decision quality. Human Communication Research, 10, 557-574.

Kreps, G. (1990). Organizational communication. New York: Longman.

Glossary

Concepts – These are problem-solving devises that are tools that we combine or analyze and already know through perceptions.

Outside factor – These are factors that we have no control over.

Measure – Taking into account what was achieved or not achieved.

Reviewing the performance – This is where you take your goals and expectations, your past performance, and your current performance, and do a careful comparison.

1. What are the seven points you need to consider when putting solutions to work?

First, you need to ask yourself “Is the problem still the same?” Then, do only one change at a time and give it time to work. You need to watch closely and take good notes and review everything. Finally, you should make the solution part of the standard, and tell people about it.

People are usually worried about making a change than they are in living with the problem.

3. What should you remember when incorporating the solution back into the normal process?

People will view the solution differently, either as blame or a natural project/programme purpose process. Once you know the solution works, you must review the entire process that led up to the problem to find out what caused it and how to prevent it from happening again.