UNIT OF COMPETENCY:

 SOLVING AND
ADDRESSING GENERAL
WORKPLACE PROBLEMS
 LESSON 1: Describing a Routine Procedural Problem

OBJECTIVES:

✓ Define what a problem is in the context of a workplace/industry.

✓ Identify examples of procedural problem areas in a
workplace/industry.
✓ Know the steps in identifying and understanding procedural
problems in a workplace/industry.
 A routine problem is something which has a
straightforward and usually simple solution. Routine or
procedural problems are very common in workplaces or
in industries. An example of a routine problem is when a
service crew member does not follow the proper
process for taking an order, and an incorrect order goes
to the kitchen.
Problem Solving Steps:

1. Define the problem: keep emotions aside and state the problem
2. Get more information about the problem: at work – from
supervisor, colleagues, written materials
3. Generate many ideas on how to solve the problem: there is often
more than one solution!
4. Choose a solution: should be
acceptable to all involved
5. Implement the solution
Evaluate the solution: Has the problem been solved?
Solutions should be REAL:

❑ Realistic: applicable not only in theory but also in

practice
❑ Effective: the solution is an answer to the problem
❑ Acceptable: the solution is accepted by all of those
involved.
❑ Logical: the solution is not based on emotion but is fair
Problem Solving Tips

❑ Often there is more than one solution to a problem. Be open to

different possibilities!
❑ Your experiences, culture and background will influence the
solutions you think of.
❑ Avoid making assumptions.
❑ Never give up!
❑ Be prepared to listen openly to different points of view.
❑ Focus on the solution you want, not on things that cannot be
changed.
❑ Remember to use your good listening, speaking and cooperation
skills when problem solving with others.
 It is important to think critically to identify
possible causes of a problem and determine
the underlying root cause. Addressing the root
causes, as well as the current conditions of
the problem will help you become more
proactive in solving problems, as well as
preventing routine and procedural problems
to happen at home or in the workplace.
Describe what you can see in the picture above. What do you
think happened? Identify a possible problem based on the
picture. Why do you think the problem arose?
 Defining a Problem and Developing a Problem Statement
Defining the Problem
These steps will help you clearly identify the root cause of a problem.
This process will help you learn how to think deeply about a problem.
1. Describe the problem, as you currently understand it.
2. Describe the ideal situation when the problem is resolved
3. List what you already know and don’t know about the problem.
Where can you find out more?
4. What are the gaps between the reality and ideal situation?
5. Discuss the problem with your co-workers and brainstorm ideas.
6. Try to see the problem from the perspective of the people involved
and affected.
 Writing a Problem Statement
• A problem statement outlines the details of the situation. A clearly
described problem statement will help you to focus on the issue at hand
and to solve the correct problem for the situation. The problem statement
will help you clarify the nature of the problem, for yourself, and for your
supervisor and colleagues.
• Include as many details as you can as you describe your problem.
Answering some basic questions will help you write your problem
statement.
WHO Who is involved?
Who is impacted?
Who will fix it?
WHAT What is the current situation?
What will happen if the problem is not addressed?
WHERE Where is the issue coming from?
• Is there a specific part of the machine that is causing a
problem?
• Is there a specific place in the company where the
problem is originating?
WHEN When does the problem occur?
When did it start?
Are there specific instances that trigger the problem?
By when does the problem need resolution?
WHY Why is the problem important to be fixed?

HOW How are people impacted by the problem?

 Let’s Exercise: Writing Problem Statements

Since there are many kinds of problems happening within a

workplace, let us go deeper by focusing on
routine/procedural problems. Here are some common
examples of procedural problems in specific industries. Let us
try to understand why the problem existed and identify the
root cause of the problems below. Choose at least two from
the four scenarios below. Develop a problem statement
based on the information you know so far about each
situation. SEE PAGE PAGE 16
LESSON 2: Investigating and Documenting Problem Areas

Objectives:

✓ Refer to written guidance and investigate problem areas

✓ Document a problem using written descriptions and
visuals
 What is Written Documentation?
 Documentation is a written description of a procedure or
situation. Documentation serves as a written record of what
should happen or what did happen. It comes in many forms:

• An instructional manual, help guide, quick reference guide (online

or on paper)
• Guidelines
• A policy or rule
• A written memo or briefing notes
• Email
• A written report or evaluation report
 8 RULES IN WRITING DOCUMENTATION

1. Write documentation that is inviting and clear

2. Write documentation that is comprehensive, detailing all
aspects of the project.
3. Write documentation that is skimmable.
4. Write documentation that offers examples of how to use
the software.
1. Write documentation that has repetition,
when useful
2. Write documentation that is up-to-date
3. Write documentation that is easy to contribute
to
4. Write documentation that is easy to find
 The most important rule of good documentation is for it to be as
inviting as possible. This means that we should aim to write it in
the clearest terms possible without skipping over any steps. We
should avoid making assumptions about what our users may
know. Sometimes this can seem to be overkill, and we may be
tempted to say something like “every X developer knows about
Y,” but we each bring our own background and set of experiences
to a project.
 Documentation should aim to be comprehensive. This
means that all aspects of the project are documented.
Undocumented features or exceptions can lead to
frustration and become a time suck as users and other
developers are forced to read through code to find the
answers they need. Fully documenting all features takes
away this kind of ambiguity.
 Documentation that features examples allows users to see how
they might use the code themselves. Aim to provide examples of
the most common use cases for the project, while letting the
comprehensive documentation detail every possibility.
 Effective documentation is kept up-to-date. This is surprisingly
challenging. We may begin our project with the best of intentions
and great documentation, but as our software evolves and we
are quickly iterating, it can be easy to fall out of step. If you are
working as part of an agile development team, I recommend
adding documentation to your team’s “definition of done.” For
independent projects, try to treat documentation as an
important final step.
Documentation that is easy to contribute to is also easy to keep
up-to-date. The simplest way to make documentation easy to
contribute to is to treat it as code, storing it as text in source
control. The site and book Docs Like Code advocates for
treating our docs like our code by using source control,
automating builds, and applying software development tools
and techniques to our documentation practices.
LESSON 3: IDENTIFYING POTENTIAL SOLUTIONS
Objectives:

✓ Identify and analyze potential solutions to routine

problems
✓ Rank possible solutions
✓ Select the best possible solution
ACTIVITY: SEE PAGE 34

Below is a scenario involving hardware products and services, a

common industry which you can relate to since almost all
workplaces are now using computers. While you may not be an IT
specialist, you can still find ways to solve the immediate problem.
Read the scenario below and answer the guide questions.
What is a solution?

 A solution addresses your problem. It may address the root cause of the
problem (fixing the broken USB port hardware) or be a workaround that
still allows you to complete your task without immediately solving the
problem. Ultimately you want to be addressing the root cause of the
problem so it doesn’t happen again. Solutions may involve interim
containment measures to stop the immediate problem, corrective
actions that address the root cause, and long-term preventative measures
to avoid future problems.
Tips in identifying potential solutions

 Finding a solution is not always easy. The key is to identify a

number of options so you can make an informed decision about
the best solution. In other words, it’s important to consider a
range of alternatives, rather than simply selecting the first option
that pops into your mind.
Guiding Questions for Analyzing Potential Solutions

✓ Does it address the root cause of the problem? Will it prevent

the problem from recurring?
✓ Does it align with best practices at your business?
✓ Is it SMART? (Remember this from goal setting? It applies here
too!)
✓ Does it reduce risks? Does it unintentionally create other risks?
✓Does it improve the customer experience?
✓ Is it cost effective?
✓ Is it practical?
✓ Is it based on good evidence?
✓ Will it be acceptable by those who are impacted and need to change their
behaviors?
✓ Will the solution be sustainable over time?
imply weighing the positive and negative sides of your options can be all you
need sometimes.
✓ What are the pros? What are the positive outcomes of this choice?
✓ What are the cons? What are the negative outcomes of this choice?
Weighing Pros and Cons

SMART Solutions
✓ Specific: Targets a specific area for improvement
✓ Measurable: Quantifies the outcome (change can be observed)
✓ Achievable: Attainable
✓ Realistic: The outcome can realistically be achieved, given available
resources.
✓ Time-bound: Specifies the time by which it will be
completed.
Ranking Method

To help you, follow these basic steps:

1. Identify the problem

2. Describe the ideal situation – Describe the vision of what will happen when the
problem is solved.
3. Brainstorm different options
4. Analyze your options using the tips above.
5. Rank your options. Think about the most important factors to consider in ranking
your options (cost, quality, time, etc.), and eliminate options that don’t meet these
basic criteria.
6. Select the best option . You may not be the final decision maker. It may be a
supervisor, co-worker or customer who ultimately decides. In the next activity, you
will explore how to make recommendations. But first, you will practice analyzing
options so you can determine the best solution to recommend.
 LESSON 4: Developing and Presenting Recommendations

Objectives:

✓ Determine when you can make a decision and when you

should defer to someone else
✓ Develop and present recommendations
 Determining Who Makes the Decision

 Sometimes you will not be the person to make the final decision. The
decision maker may be a customer, a supervisor, or a colleague. Every
workplace is different. And within a workplace your role, your level and
experience factor into your independence with making decisions.
 When you are a new employee, it never hurts to ask. You may not have the
big picture. If your decision has cost implication or impacts other people,
it is especially important to check in.
 Employers always appreciate when someone not only asks, but
comes with a proposition for them to consider. That way, you are
making their life easier! Instead of coming to them saying “I have
a problem, what should I do?”, you are saying “Here is the
situation, here is what I suggest, what do you think?” See how
you are making things easier for a busy boss?

 You may find that some decisions are relatively small, and you can
make the decision for yourself. For example, if your employer
does not have personal protective equipment available, you may
simply decide to bring your own to keep yourself safe.
Making Recommendations

To make a recommendation for a proposed solution to the

decision maker:
1. Describe the situation clearly
2. Summarize the options
3. Describe how you have evaluated them
4. Tell them your proposed solution
5. Explain why you recommend this solution.
 LESSON 5: Planning and Implementing Solutions

Objectives:
✓ Plan how you will implement the solution
✓ Implement the solution
1.Reflect on your past experiences at home, in school, or in
the workplace. Share an experience where you had to
solve a problem. What was the problem or challenge that
you faced? What was the situation surrounding the
problem?
2.What factors did you consider in coming up with a solution?
What was your solution to the problem?
3.What resources, preparations, and help from other people
did you need in order to execute your plan?
 Planning to Implement Your Solution

 When you plan to implement your solution, you will

describe the actions you and your co-workers will take.
The plan has enough detail to help you plan your time
and track your progress. By planning well, you and your
co-workers can work efficiently and avoid costly
mistakes.
Implement the solution

The last step in the problem-solving process is to execute (or implement)

your solution. In some cases that requires you “only” to convince others that
the solution you’ve identified is a good one. Other times, you’ll also get to
implement it, monitor its effectiveness, and take corrective actions as
needed. Either way, an essential part of the execution is to convince others
that your conclusions are valid, which will require you to communicate
effectively.
 Ensure that you prepare your delivery by designing an effective
presentation—including displaying information effectively and using
appropriate chart types (on slide design, see also here, here and here;
design is indeed important, and not just in slides). As you craft your
message, start early, initiate with your conclusion, and consider telling it
as a story.

 Also important is to ensure that your ideas remain clear in your message
and that your logic is sound in all of its aspects. One way to do this is to
use slides’ taglines optimally.
 Influencing others may also involve some negotiations. So, you
may need to improve your persuasion skills; one way to do so is
to get your stakeholders to buy in your ideas by making them
theirs.

 If you are also responsible for rolling out the solutions, consider
whether a gradual rollout is appropriate. It may also be judicious
for you to implement earlier rather than later.
 As in all the other parts of the resolution process, enlist others to assist
you; to do so, consider engaging your team and helping others be
successful. Also important is for you to lead change, ensure you have a
good team, and manage people optimally (see also another post on
managing people). This may require you to adapt your leadership style.

 If your setting allows it, you may get to solve a complex problem by
building on the successful resolution of related, simpler ones.
Here are the key elements to include in your plan:

SEE PAGE 53 FOR REFERENCE

 LESSON 6: EVALUATING IMPLEMENTED SOLUTIONS
Objectives:
✓ Outline the steps to evaluate your solution
• In the workplace, evaluating solutions ensures the operations
run smoothly and that resources are managed and utilized
efficiently.

• Imagine that you put a lot of effort into fixing something but
then have no idea if what you did solved anything. How
frustrating would that be? By keeping in mind the outcome you
are trying to achieve, you are naturally starting the process of
being able to measure improvement.
 How to Evaluate Solutions ?

Simply put, evaluation is answering the question, “Did it work?”

or “Were you able to solve the problem through the actions you
have taken?”
How do you do this?

1. Go back to your goal. What was the desired outcome? What

would it look like if things are working well?
2. What are the indicators of success? This may sound complicated, but it is
not! You do it all the time? For example….

• Are there fewer mistakes?

• Is the process happening faster?
• Does the item taste better?
• Are customers happier?
• Have you increased your income?
• Have you saved money on expenses/materials?
• Have you increased your number of customers?

There are two basic types of indicators.

• Qualitative: This describes behaviors, feelings, or thoughts
• Quantitative: This describes things that can be measured like costs and
quantities
3. Be objective. Evaluations are subjective judgements made based
on the individual’s assessment of the situation and analysis of the
information and data. To decrease the level of subjectivity, clarify
the key performance indicators (indicators for success), how you will
verify them, and identify any critical assumptions. This can help you
objectively evaluate your solution.

4. After implementing your solution, ask yourself…

• Did I achieve my goals and desired outcomes?
• How did my solution perform against my indicators of success?
• Did I address the root cause of the problem?
• Have I prevented the problem from happening again?
5. Keep improving. Consider the different aspects of the
problem-solving process and your action plan.

• What can be adjusted and improved? For example, maybe

your solution took a lot of resources, and there is an even
cheaper way to do it.
• Had you made the correct assumptions?
• What changed along the way?
6. Evaluate and Recommend. Based on the analysis, make a value
judgement and come up with recommendations on what to
continue, change or stop in relation to the implemented solution.
Share this information with the person responsible.
Let’s Exercise: How Would You Evaluate This?
Now that you have learned about evaluating
solutions, you now try to figure out how to evaluate
the solutions in the cases below. Choose at least 1
scenario below: SEE PAGE 66