Definition
The identification of various types of
problems along with the creating of workable solutions.
Requires the identification and analysis of problems,
evaluation of alternatives, and provision of solutions.
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Behavioral Descriptions
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Proficiency Level 5
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Solves problems
affecting an entire agency or its complete range of
customers and stakeholders.
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Directs organizational focus in
identifying and solving problems affecting entire
organization and its entire customer base.
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Solves problems affecting overall
organizational performance.
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Identifies and resolves problems that
cross multiple services, agencies, or organizations, or
that affect an entire industry.
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Proficiency Level 4
Identifies solutions to problems of
multiple sub-functions or work units in divisions or
other significant parts of an organization.
Solves problems affecting large
sections or systems of overall organization.
Resolves crucial or delicate problems
involving key components of overall agency.
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Proficiency Level 3
Implements solutions to complex
problems affecting related work groups.
Establishes standard procedures for
dealing with problems common to more than one related
group of employees, customers, or clients.
Influences and improves activities
undertaken by more than one work unit, caseload, or
small group of customers.
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Proficiency Level 2
Solves problems of a small group such
as one’s assigned team or a limited number of customers.
Identifies and resolves non-routine
problems encountered in the execution of standard
procedures or instructions.
Resolves conventional problems in the
application of policies that require case-by-case
adaptations, variations, or exceptions.
Acts to influence and improve
activities and output of a group of employees,
customers, or clients.
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Proficiency Level 1
Generates solutions to short-term
problems that are limited to one’s personal work and
activities.
Improves personal execution of
predefined procedures.
Solves problems that affect oneself
or perhaps one customer at a time.
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Suggested Activities for Development
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Play games that increase your problem
solving skills (e.g., bridge).
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Consider at least two alternatives
for solving a problem.
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To help you look at problems from
different perspectives, engage in a new activity.
Identify any new approaches or ideas gained that may be
useful in generating ideas to solve problems.
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Identify a problem that you were not
able to solve. Take some time to reconsider the issue.
Write down solutions that you could have used to solve
the problem and use them in similar situations.
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Track each time you collect
information before making a decision. Compare the
results of your decisions when you collected information
about the problem versus the results of the decisions
when you did not collect information.
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In an effort to identify the root
cause of the problem, try to examine the problem from
another perspective. For example, how would your boss or
someone you know with excellent problem solving skills
handle the problem?
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Get ideas and suggestions about the
root cause of the problem from someone whom you believe
is successful at solving similar problems or from
someone will be impacted by the problem.
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Present the problem to a group of
people. Have the group to brainstorm about possible
causes of the problems. Determine which factors are
symptoms of the problem and which factors are causes of
the problem.
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Examine the projects you will be
working on within the next 6 months. Make a list of the
problems you anticipate having to face. Determine the
root cause of the problem and identify action steps to
overcome the problems. Check to see if you have faced
similar problems in the past. If so, how did you address
the problem and what was the outcome?
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Over the next month, identify
problems brought forth by customers that were
unexpected. See if there is a trend. Determine the root
cause of the problem. Also, determine what could have
been done to prevent the problem from occurring?
Identify the cost to the organization if the problem is
not solved and identify the impact of the alternatives
that were identified.
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Look for a significant problem in
your area. Examine the background of the problem. Have
you encountered similar problems in the past? If
necessary, break down the problem into pieces. Determine
the factors that must be addressed and develop a plan to
address the issue. Think through why you believe that
your plan will succeed. Evaluate and modify your plan as
appropriate.
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Identify someone who is successful at
solving problems and ask if there is a problem that you
can think through with her or him to enhance your
problem solving skills. Discuss the problem with the
person. Look for causal relationships. Develop a
response to the problem, and then compare your response
to the other person’s response. Discuss similarities and
differences in your responses.
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Become a certified mediator.
See Mediation Competency
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Recommended Courses
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Additional Resource
Books
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Why Didn't I Think of That? Think the
Unthinkable and Achieve Creative Greatness by C. W.
McCoy (Prentice Hall Press, 2002). McCoy has designed
self-tests to help you develop progressively better
judgment for balanced decision-making, and in each
chapter challenges you to apply techniques for
generating creative ideas and methods for making optimal
choices. Shows you how to sharpen your left-brain power
-- observation, accuracy, and analysis -- to achieve
optimum results.
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Risk Modeling for Determining Value
and Decision Making by G. R. Koller (CRC Press, 2000).
Risk or uncertainty assessments are used as aids to
decision making in nearly every aspect of business,
education, and government. The author devotes a chapter
to techniques for consistently collecting data in an
inconsistent world and offers another chapter on how to
reflect the effect of "soft" issues in the value of an
opportunity.
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Oh No! Not Another Problem by J. A.
Griver & M. Vodrey (Compsych Systems, 2000). “Oh No! Not
Another Problem” is a practical approach to solve
day-to-day problems helps you take the guesswork out of
daily problem solving. Six hypothetical stories will
illustrate how to apply a basic and proven process of
operational analysis as outlined in a Ten-Step Guide to
Analyze and Solve Daily Problems.
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The Problem Solving Journey: Your
Guide for Making Decisions and Getting Results by C. W.
Hoenig (Perseus Publishing, 2000). Chris Hoenig offers a
hands-on guide to the art and science of problem
solving-featuring examples of successful problem solvers
such as Colin Powell and Lou Gerstner, and leading
organizations as diverse as VISA, the Orpheus Chamber
Orchestra, and NASA. Using a wide variety of
diagnostics, self-assessment tools, and other
interactive elements, Hoenig helps you identify your own
problem-solving profile and navigate the six dimensions
of the problem-solving journey, from "creating the
mindset" to "delivering the results.
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Creative Problem Solving by T. W.
Dombroski (Universe, Incorporated 2000). Thomas W.
Dombroski shows how to remove the roadblocks by
attacking problems creatively and clearing away outmoded
strictures that straitjacket our thinking process and
inhibit new approaches. After stressing the importance
of attitude in approaching problems, Dombroski breaks
down the problem-solving process into five phases and
illustrates each phase with puzzles, examples, diagrams,
and other techniques of reinforcement. Creative
Problem-Solving effectively blends psychology with
hard-nosed business practice.
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Apollo Root Cause Analysis - A New
Way Of Thinking by D. Gano, V. E. Lee & W. C. Mitchell
(Apollonian Publications, 1999). Apollo Root Cause
Analysis is about effective problem solving. You will
learn more about the cause and effect principle. You
will discover that there is an infinite set of causes
limited only by our lack of knowledge. By documenting
these branched causes, we are able to create a visual
dialog that ensures an effective solution every time.
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Systematic Innovation: An
Introduction to TRIZ (Theory of Inventive Problem
Solving) by J. Terninko, A. Zusman & B. Zlotin (CRC
Press, 1998). TRIZ, the Theory of Inventive Problem
Solving, is a revolutionary new way of systematically
solving problems and creating multiple-alternative right
solutions. TRIZ is more than a methodology--it is a
unique way of thinking that enhances creativity by
getting individuals to think far beyond their own
experience and to reach across disciplines to solve
problems using solutions from other areas of science or
technology.
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101 Creative Problem Solving
Techniques: The Handbook of New Ideas for Business by J.
M. Higgins, C. Smith & K. Coffey, 1994. The author
presents 101 techniques to stimulate creativity and
innovation in individuals and groups.
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Mindmapping: Your Personal Guide to
Exploring Creativity and Problem-Solving by J. Wycoff &
S. Cook (Berkley Publishing Group, 1991). Readers can
finally break down the blocks that hinder free thinking
and discover their vast stores of innovative ideas
involving whole-brain thinking techniques that are
presented here.
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The Art of Problem Solving :
Accompanied by Ackoff's Fables by R. L. Ackoff (John
Wiley & Sons, 1987). Uses a unique perspective to
overcome the deficiencies of a purely scientific
approach to managerial decision making. Explores the
creative art of problem solving, presenting material in
a discursive style. Focus is on discussing a serious
activity with some humor (with accompanying
``fables''--based on real problems faced by real
managers--for illustration). Examines principal
obstructions to creative problem solving and provides
methods for their correction.
Media
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Thinking Outside the Boundaries:
Master the secrets of creativity and innovation, DOES
INSTITUTE, INC. Discover secrets to increase profits,
generate new products, build productivity, improve
customer service, and much more. You’ll learn how to
break out of the “mind ruts” that are holding you back.
Make complex problems solvable every time. Learn how to
unleash the unconventional thinking power that leads to
new solutions, “on target” decisions, and great
opportunities. . 1-800-236-3637
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Team Problem-Solving Process, QCI
International.
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This eight-step team problem-solving
process works well for management level teams as it does
for entry-level teams. The difference lies in which
techniques should be used at each step. This module will
show you the appropriate tools, and when and how to use
them. It also provides a road map to follow when doing
problem solving. This helps reduce the urge to leap from
problem identification all the way to problem solution
and ignoring such vital steps as data collection and
data analysis. This module increases the assurance of a
logical and cost effective approach to team problem
solving. , 1- 888-215-4697
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Behavioral-Based Interviewing Questions
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