The document discusses problem solving and provides guidance on effective problem solving techniques. It recommends following a formal problem solving process that involves recognizing and defining the problem, gathering relevant information, listing possible solutions, evaluating solutions against criteria, testing the potential solutions, analyzing the results, and implementing the best solution. Senior leaders are able to quickly grasp the essence of problems because of their experience in recognizing issues, gathering key information, and selecting optimal solutions.
This document outlines the agenda and details for the Startup Weekend event in Harare, Zimbabwe from May 10-12, 2014. It provides an overview of Startup Weekend, which is a 54-hour event where participants form teams, develop product ideas, and launch startups. On Friday, participants will pitch their startup ideas and form teams. Saturday will involve building minimum viable products, testing with customers, and iterating. On Sunday, teams will present their products and business models to judges. The goal is to progress ideas from the initial pitch to launching a startup by the end of the event.
Management of Change-Force Field Analysis & Strategy for Managing ChangeElaiza Kathrize Ramos
Kurt Lewin developed the Force Field Analysis model to analyze the driving and restraining forces affecting change. He proposed a three stage model of change: unfreezing, changing, and refreezing. In the unfreezing stage, restraining forces are overcome to prepare for change. The changing stage involves implementing the actual changes. In the refreezing stage, the changes are stabilized and embedded as the new norm. Effective change management strategies include identifying a real need for change, finding an idea to address it, considering costs/benefits, gaining support, implementing gradually, appointing champions, and addressing post-change problems.
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
An overview of how to undertake a problem tree analysis as part of the formative evaluation of a project's design. This is taken from the Evaluation Toolbox www.evaluationtoolbox.net.au
This document provides an introduction to problem analysis techniques. It outlines learning objectives focused on identifying the importance of problem analysis, models for problem analysis, and applying techniques to increase managerial effectiveness. Several problem analysis techniques are then described in detail, including force field analysis, fishbone analysis, cause and effect trails, critical incidence analysis, five whys, and interrelationship digraphs. Examples are provided for each technique. The document concludes with uses of problem analysis and a case study example.
Practical action research work place conflict and strategy solving the proble...berhanu taye
1. The document discusses workplace conflict and strategies for solving problems. It mentions insulting behavior, attempts to offend, bullying, and intimidation of innocents.
2. It proposes changing strategies if apologies are not offered, and starting legal proceedings to seek justice. The goal is to establish equality before the law.
3. Several recommendations are provided to address corruption, including advocating for economic policies that do not encourage rent-seeking behavior. Improving oversight of government bodies is also suggested.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
1) The document discusses the steps of the decision making process which includes identifying the problem, criteria, weighting criteria, developing alternatives, analyzing alternatives, selecting the best alternative, implementing it, and evaluating.
2) It provides an example of getting a job in a school and lists the relevant criteria as salary, opportunity to progress, job environment, incentives, facilities, job security, location, and timings.
3) The alternatives provided are jobs at Unique, American Lycetuff, LDA, Allied, and Cathedral schools. Each alternative is then analyzed and weighted against the criteria to select the best option.
This document outlines the agenda and details for the Startup Weekend event in Harare, Zimbabwe from May 10-12, 2014. It provides an overview of Startup Weekend, which is a 54-hour event where participants form teams, develop product ideas, and launch startups. On Friday, participants will pitch their startup ideas and form teams. Saturday will involve building minimum viable products, testing with customers, and iterating. On Sunday, teams will present their products and business models to judges. The goal is to progress ideas from the initial pitch to launching a startup by the end of the event.
Management of Change-Force Field Analysis & Strategy for Managing ChangeElaiza Kathrize Ramos
Kurt Lewin developed the Force Field Analysis model to analyze the driving and restraining forces affecting change. He proposed a three stage model of change: unfreezing, changing, and refreezing. In the unfreezing stage, restraining forces are overcome to prepare for change. The changing stage involves implementing the actual changes. In the refreezing stage, the changes are stabilized and embedded as the new norm. Effective change management strategies include identifying a real need for change, finding an idea to address it, considering costs/benefits, gaining support, implementing gradually, appointing champions, and addressing post-change problems.
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
An overview of how to undertake a problem tree analysis as part of the formative evaluation of a project's design. This is taken from the Evaluation Toolbox www.evaluationtoolbox.net.au
This document provides an introduction to problem analysis techniques. It outlines learning objectives focused on identifying the importance of problem analysis, models for problem analysis, and applying techniques to increase managerial effectiveness. Several problem analysis techniques are then described in detail, including force field analysis, fishbone analysis, cause and effect trails, critical incidence analysis, five whys, and interrelationship digraphs. Examples are provided for each technique. The document concludes with uses of problem analysis and a case study example.
Practical action research work place conflict and strategy solving the proble...berhanu taye
1. The document discusses workplace conflict and strategies for solving problems. It mentions insulting behavior, attempts to offend, bullying, and intimidation of innocents.
2. It proposes changing strategies if apologies are not offered, and starting legal proceedings to seek justice. The goal is to establish equality before the law.
3. Several recommendations are provided to address corruption, including advocating for economic policies that do not encourage rent-seeking behavior. Improving oversight of government bodies is also suggested.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
1) The document discusses the steps of the decision making process which includes identifying the problem, criteria, weighting criteria, developing alternatives, analyzing alternatives, selecting the best alternative, implementing it, and evaluating.
2) It provides an example of getting a job in a school and lists the relevant criteria as salary, opportunity to progress, job environment, incentives, facilities, job security, location, and timings.
3) The alternatives provided are jobs at Unique, American Lycetuff, LDA, Allied, and Cathedral schools. Each alternative is then analyzed and weighted against the criteria to select the best option.
The document provides guidance on writing successful grant proposals and avoiding common mistakes. It discusses problems with presentation such as poor organization, language errors, and formatting issues. It also addresses scientific flaws like failing to properly select a project, develop hypotheses, or leaving insufficient time for revisions. Specific tips include outlining proposals clearly, using concise language, and getting feedback from others. The document emphasizes focusing grant applications, including clear objectives and significance, and demonstrating ability to complete the work with preliminary data.
This document provides an overview of evaluation and offers practical guidance for planning and conducting program evaluations. It defines evaluation as determining whether a program met its goals and had an impact. Evaluation methods range from simple descriptive statistics to more complex randomized controlled studies. Reasons to evaluate include improving programs, obtaining funding, and meeting funder requirements. Careful planning is important, including developing a logic model and timeline. Data collection should include baseline, midline, and endline data. Simple evaluations can track outputs and use surveys, interviews, and videos to collect feedback. External evaluations provide objectivity but can be costly. The document aims to make evaluation accessible and help organizations evaluate their programs successfully.
Surveys that work: using questionnaires to gather useful data, November 2010Caroline Jarrett
This presentation to the 22nd Australasian Computer-Human Interaction Conference, OZCHI 2010, compares survey processes and looks at some of the detail of designing surveys – including how to avoid survey error.
This document discusses key concepts in project management. It emphasizes that (1) all projects are different and require tailored approaches, (2) managing projects involves managing stakeholders and their expectations, and (3) the three main aspects to balance are time, cost, and performance. A key part of project success is properly scoping the project at the outset to understand requirements and set clear goals and measures of success. The document also provides an overview of common project management tools and techniques.
This document provides guidance on conducting effective question-and-answer sessions. It discusses key aspects of Q&As such as encouraging questions from the audience, respecting all questioners, and handling hostile questions. The document offers tips for each stage of the Q&A process from considering the rhetorical situation and audience to techniques for responding to different types of questions. It emphasizes the importance of being prepared to address likely questions, listening carefully to understand inquiries, and knowing how to conclude the session.
How to be a Solution-focused Detective: Principles and Tools for Organisation...Rod Sherwin
Are you an expert in the problem or the solution?
You may be familiar with problem analysis to find the cause of the problem and fix it. But this approach fails for complex issues such as team dynamics, people management and organisational change.
The solutions-focused approach was developed from solutions focused brief therapy, an approach that focuses on identifying what works, and moving you towards what you want, and less on finding root causes. This has found to be highly-successful approach and a more direct path forward compared to problem focused approaches.
I present six solutions-focused tools that will help you get unstuck, make progress towards a solution, and create positive change in your organisation.
Project Management Success: The 7 Pitfalls Every Project Should AvoidSPECengineering
Presented at the 6th Annual Innovation NOW! Forum
Brian Bernard, President of SPEC Engineering
Wednesday, November 13, 2013
Donald E. Stephens Convention Center -- Rosemont, IL (Chicago)
Process Management Success: "The 7 Pitfalls Every Project Must Avoid" In this presentation you will hear about: How to make sure projects are finished on-time and within budget. Areas to be covered: Phase Zero (defining the project), Block Flow and Process Flow Diagram, Scope Budget Schedule, 3 Design Phases, Stakeholder Review Meetings, Risk Analysis, Procurement, Fabrication, Performance Approval Tests, Construction Management, and Commissioning.
CAN BE APPLIED TO ALL PROJECT MANAGEMENT, REGARDLESS OF APPLICATION.
SPEC Engineering
3150 S Kolin Ave
Chicago, IL 60623
www.specengsys.com
0 to 10 Million Leads : Lessons learned from the lead gen trenchestypicaljoe
Ian Smith presented on how to build a successful lead generation company. He discussed three key topics: 1) how to build great lead generation funnels through testing and iteration, 2) how to build a strong team by hiring slowly and setting clear expectations, and 3) how to innovate at scale through establishing an idea funnel, prioritizing projects, and continuously learning. The presentation provided examples from Ian's experience at QuoteWizard and emphasized the importance of empirical testing, aggressive check-ins, and focusing resources on execution over origination of ideas.
IxDA Sydney UX Research Mentoring Circle - 2. Planning ResearchJieyun Yang
The document discusses UX research planning and methods. It defines what UX research is, including listening to and observing users to understand needs, confirm hypotheses, and inform products. It also defines what UX research is not, such as confirming biases. The document provides guidance on planning UX research, including determining purpose, available resources, stakeholders, and selecting appropriate methods like interviews, surveys and usability testing. It discusses challenges of UX research like competing priorities, tight deadlines and budget constraints.
Implementing Licensing—A Journey
This 3-sentence summary provides the high-level information about the key topics and takeaways from the document:
The document discusses the journey of implementing a licensing system, highlighting various personalities involved including supporters, critics and bystanders, important considerations along the way such as establishing common terminology and decision-making processes, and a checklist for success including appointing strong leadership and taking an iterative approach to decompose large projects.
The document discusses methods for interactively gathering information from users, including interviews, joint application design (JAD) sessions, and questionnaires. It provides guidance on preparing for and conducting interviews, including developing open-ended and closed questions as well as structuring the interview. JAD is described as a way to gather requirements from multiple users at once. Finally, the document outlines best practices for designing and administering effective questionnaires to gather user information.
The document provides guidance on writing an effective research proposal for grant funding. It emphasizes that the proposal should clearly explain what the research will do, why it is important, and how it will be done. The summary should convince the reviewer that the proposed project will fill an important knowledge gap in a way that benefits the sponsor's interests. The proposal must also establish the researcher's competence and provide measurable objectives, innovative methods, and plans for evaluation and dissemination of results.
Getting The Contex Right: Using Simple SWOT Analysis to Address ISO 9001: 201...Colin Gray
The document discusses conducting a SWOT analysis and provides guidance on the proper process. It advises determining relevant factors, conducting external research beforehand, defining the scope and timeline, involving key people, and discussing the process with attendees. It also notes the analysis meeting should use tools like whiteboards and post-notes to generate documented outcomes and agreed upon actions. Maintaining and updating the results over a 3-5 year period is also recommended.
CitySpark Seminar - Testing your asumptionsCityStarters
The document summarizes key points from a seminar on testing business assumptions with customers. It discusses how every new business idea relies on assumptions and how entrepreneurs need to challenge assumptions through customer interviews. It provides tips on prioritizing assumptions, identifying who to interview, what questions to ask, how to conduct effective interviews, and how to analyze results. The homework is to prepare an interview guide and conduct 5-10 interviews to test important assumptions.
This document discusses how career paths have changed from a linear "career ladder" model to a more flexible "career mountain climbing" model. It notes that the 30-year career at one company is now extinct due to globalization, technology, social changes, and the knowledge economy. Career mountain climbing requires more risk-taking, potential re-tooling, and having multiple career paths rather than one single path. The document provides tips for individuals to define their own success through a career mountain climbing approach, including conducting self and company analyses, setting goals and a development plan, using guides and mentors, developing skills and strengths, looking for opportunities, networking, and celebrating achievements.
The document discusses improving hiring practices by moving away from traditional job descriptions and interviews. It recommends defining the key factors for success in a role and using structured interview questions to evaluate if candidates can achieve these success factors. The number one hiring mistake is using vague job descriptions that attract underqualified candidates. Instead, interviews should focus on probing candidates for concrete examples of how they demonstrated initiative, execution, leadership, past success matching the role's requirements, and adaptability. This approach eliminates embellishment and better predicts on-the-job performance.
The Greater Atlanta Medical Managers Association (GAMMA) invited Gary Wheeler to speak at their 1/2 day conference on HR Best Practices for increasing productivity and profitability through staff.
This document provides tips for getting NIH grants funded, including National Cancer Institute (NCI) grants. It summarizes funding amounts and success rates for various NCI grant mechanisms in 2011-2012. Key recommendations are to have a significance score between 1.4-3.6, an investigator score of 1.4-2.5, and approach and innovation scores between 2-4.8 to get funded. The document emphasizes clearly writing the grant for overworked reviewers and seeking feedback to strengthen the application before submitting.
The document provides guidance on writing successful grant proposals and avoiding common mistakes. It discusses problems with presentation such as poor organization, language errors, and formatting issues. It also addresses scientific flaws like failing to properly select a project, develop hypotheses, or leaving insufficient time for revisions. Specific tips include outlining proposals clearly, using concise language, and getting feedback from others. The document emphasizes focusing grant applications, including clear objectives and significance, and demonstrating ability to complete the work with preliminary data.
This document provides an overview of evaluation and offers practical guidance for planning and conducting program evaluations. It defines evaluation as determining whether a program met its goals and had an impact. Evaluation methods range from simple descriptive statistics to more complex randomized controlled studies. Reasons to evaluate include improving programs, obtaining funding, and meeting funder requirements. Careful planning is important, including developing a logic model and timeline. Data collection should include baseline, midline, and endline data. Simple evaluations can track outputs and use surveys, interviews, and videos to collect feedback. External evaluations provide objectivity but can be costly. The document aims to make evaluation accessible and help organizations evaluate their programs successfully.
Surveys that work: using questionnaires to gather useful data, November 2010Caroline Jarrett
This presentation to the 22nd Australasian Computer-Human Interaction Conference, OZCHI 2010, compares survey processes and looks at some of the detail of designing surveys – including how to avoid survey error.
This document discusses key concepts in project management. It emphasizes that (1) all projects are different and require tailored approaches, (2) managing projects involves managing stakeholders and their expectations, and (3) the three main aspects to balance are time, cost, and performance. A key part of project success is properly scoping the project at the outset to understand requirements and set clear goals and measures of success. The document also provides an overview of common project management tools and techniques.
This document provides guidance on conducting effective question-and-answer sessions. It discusses key aspects of Q&As such as encouraging questions from the audience, respecting all questioners, and handling hostile questions. The document offers tips for each stage of the Q&A process from considering the rhetorical situation and audience to techniques for responding to different types of questions. It emphasizes the importance of being prepared to address likely questions, listening carefully to understand inquiries, and knowing how to conclude the session.
How to be a Solution-focused Detective: Principles and Tools for Organisation...Rod Sherwin
Are you an expert in the problem or the solution?
You may be familiar with problem analysis to find the cause of the problem and fix it. But this approach fails for complex issues such as team dynamics, people management and organisational change.
The solutions-focused approach was developed from solutions focused brief therapy, an approach that focuses on identifying what works, and moving you towards what you want, and less on finding root causes. This has found to be highly-successful approach and a more direct path forward compared to problem focused approaches.
I present six solutions-focused tools that will help you get unstuck, make progress towards a solution, and create positive change in your organisation.
Project Management Success: The 7 Pitfalls Every Project Should AvoidSPECengineering
Presented at the 6th Annual Innovation NOW! Forum
Brian Bernard, President of SPEC Engineering
Wednesday, November 13, 2013
Donald E. Stephens Convention Center -- Rosemont, IL (Chicago)
Process Management Success: "The 7 Pitfalls Every Project Must Avoid" In this presentation you will hear about: How to make sure projects are finished on-time and within budget. Areas to be covered: Phase Zero (defining the project), Block Flow and Process Flow Diagram, Scope Budget Schedule, 3 Design Phases, Stakeholder Review Meetings, Risk Analysis, Procurement, Fabrication, Performance Approval Tests, Construction Management, and Commissioning.
CAN BE APPLIED TO ALL PROJECT MANAGEMENT, REGARDLESS OF APPLICATION.
SPEC Engineering
3150 S Kolin Ave
Chicago, IL 60623
www.specengsys.com
0 to 10 Million Leads : Lessons learned from the lead gen trenchestypicaljoe
Ian Smith presented on how to build a successful lead generation company. He discussed three key topics: 1) how to build great lead generation funnels through testing and iteration, 2) how to build a strong team by hiring slowly and setting clear expectations, and 3) how to innovate at scale through establishing an idea funnel, prioritizing projects, and continuously learning. The presentation provided examples from Ian's experience at QuoteWizard and emphasized the importance of empirical testing, aggressive check-ins, and focusing resources on execution over origination of ideas.
IxDA Sydney UX Research Mentoring Circle - 2. Planning ResearchJieyun Yang
The document discusses UX research planning and methods. It defines what UX research is, including listening to and observing users to understand needs, confirm hypotheses, and inform products. It also defines what UX research is not, such as confirming biases. The document provides guidance on planning UX research, including determining purpose, available resources, stakeholders, and selecting appropriate methods like interviews, surveys and usability testing. It discusses challenges of UX research like competing priorities, tight deadlines and budget constraints.
Implementing Licensing—A Journey
This 3-sentence summary provides the high-level information about the key topics and takeaways from the document:
The document discusses the journey of implementing a licensing system, highlighting various personalities involved including supporters, critics and bystanders, important considerations along the way such as establishing common terminology and decision-making processes, and a checklist for success including appointing strong leadership and taking an iterative approach to decompose large projects.
The document discusses methods for interactively gathering information from users, including interviews, joint application design (JAD) sessions, and questionnaires. It provides guidance on preparing for and conducting interviews, including developing open-ended and closed questions as well as structuring the interview. JAD is described as a way to gather requirements from multiple users at once. Finally, the document outlines best practices for designing and administering effective questionnaires to gather user information.
The document provides guidance on writing an effective research proposal for grant funding. It emphasizes that the proposal should clearly explain what the research will do, why it is important, and how it will be done. The summary should convince the reviewer that the proposed project will fill an important knowledge gap in a way that benefits the sponsor's interests. The proposal must also establish the researcher's competence and provide measurable objectives, innovative methods, and plans for evaluation and dissemination of results.
Getting The Contex Right: Using Simple SWOT Analysis to Address ISO 9001: 201...Colin Gray
The document discusses conducting a SWOT analysis and provides guidance on the proper process. It advises determining relevant factors, conducting external research beforehand, defining the scope and timeline, involving key people, and discussing the process with attendees. It also notes the analysis meeting should use tools like whiteboards and post-notes to generate documented outcomes and agreed upon actions. Maintaining and updating the results over a 3-5 year period is also recommended.
CitySpark Seminar - Testing your asumptionsCityStarters
The document summarizes key points from a seminar on testing business assumptions with customers. It discusses how every new business idea relies on assumptions and how entrepreneurs need to challenge assumptions through customer interviews. It provides tips on prioritizing assumptions, identifying who to interview, what questions to ask, how to conduct effective interviews, and how to analyze results. The homework is to prepare an interview guide and conduct 5-10 interviews to test important assumptions.
This document discusses how career paths have changed from a linear "career ladder" model to a more flexible "career mountain climbing" model. It notes that the 30-year career at one company is now extinct due to globalization, technology, social changes, and the knowledge economy. Career mountain climbing requires more risk-taking, potential re-tooling, and having multiple career paths rather than one single path. The document provides tips for individuals to define their own success through a career mountain climbing approach, including conducting self and company analyses, setting goals and a development plan, using guides and mentors, developing skills and strengths, looking for opportunities, networking, and celebrating achievements.
The document discusses improving hiring practices by moving away from traditional job descriptions and interviews. It recommends defining the key factors for success in a role and using structured interview questions to evaluate if candidates can achieve these success factors. The number one hiring mistake is using vague job descriptions that attract underqualified candidates. Instead, interviews should focus on probing candidates for concrete examples of how they demonstrated initiative, execution, leadership, past success matching the role's requirements, and adaptability. This approach eliminates embellishment and better predicts on-the-job performance.
The Greater Atlanta Medical Managers Association (GAMMA) invited Gary Wheeler to speak at their 1/2 day conference on HR Best Practices for increasing productivity and profitability through staff.
This document provides tips for getting NIH grants funded, including National Cancer Institute (NCI) grants. It summarizes funding amounts and success rates for various NCI grant mechanisms in 2011-2012. Key recommendations are to have a significance score between 1.4-3.6, an investigator score of 1.4-2.5, and approach and innovation scores between 2-4.8 to get funded. The document emphasizes clearly writing the grant for overworked reviewers and seeking feedback to strengthen the application before submitting.
CAS3 Model -- an approach
Not a neat, discrete, sequential order; instead a general framework to systematically solve a problem.
If your analysis requires that you go back to a previous step; don’t hesitate to do so.
Commonly practiced in the Army
Caused by a lack of discipline
Takes discipline to stick with
Provides solution faster in the long run; go slow to go fast
The gap between what is and what is desired (goal/end state) is the condition or situation which must be remedied.
In some cases there may be an obstacle which prevents the achievement of a goal. The presence of such an obstacle means a problem exists.
Problem Stucture:
Problems are classified in terms of their structure, meaning the amount of quantifiable information available to you to solve the problem.
Well defined problems have all of the required information available you need to solve them -- example: a math problem 3y+6=18, y=4.
Ill defined problems are the opposite and have very little information available to solve them -- What is the prolem in Somalia, Bosnia, etc.
Medium defined problems are in between these two extremes and are the kind of problems you will solve here at CAS3 and in your Army career.
Application of creative and critical thinking schools using the CAS3 problem solving model will make you a sound decision maker/staff officer.
You may want to use the problem classification exercise here.
Redefine the problem as necessary when new information is acquired and assessed.
Problem statement stated as an infinitive.
Ask open ended questions.
View the problem from different perspectives.
Good point to use the “Blind man and the elephant” exercise.
Post a list of the who, what, when, where, and why of the problem situation.
Time invested in defining the problem is never wasted.
You may want to use the classifying facts and assumptions exercise.
You may want to do a screening/evaluation criteria exercise at this point.
I have only $16,000; vehicle must have an automatic transmission; and I will not buy a foreign car.
My spouse doesn’t like dark colors and I prefer a four door.
The above slide is only used to illustrate application of criteria, not where in the process this fits.
You may use the 26 letters of the alphabet exercise at this point. Ensure that the students recognize that while this exercise demonstrates 12 heads are better than one, it is not really a group problem solving exercise -- hitchhiking of ideas is illustrated.
Use group problem solving if:
Time is available
Acceptance of solution is critical
Others have experience or information that you don’t have
Use individual problem solving if:
Time is not available
Problem is well structured
Group acceptance isn’t important
Leading, caring, training, and maintaining exercise could be used to illustrate group problem solving at this time.