PROBLEM SOLVING CHART – Dewey’s 6 Steps to Reflective Thinking Elect a Group Leader and a Recorder Step 1: Define the problem 1.What is the origin of the problem? 2.Why does it need to be solved? 3.What are the disadvantages of the problem? 4. Limit your objective.

How do you identify a problem? Disadvantages in Life/Hurt People 1.Family Life 2.Social group 3.Employment – work 4.Finances = wallet 5.Safety 6.Quality of Goods 7.Physical/Mental Health 8.Quality of Life 9.Education 10.Death

Step 2: Establish Criteria (standards by which the solution will be judged) 1.What must the solution do to be able to solve the problem? 2.What are the advantages of the solution? 3.What will the possible solution look like? 4. A specific criteria cuts down on unnecessary arguing.

Step 3: Analyze the Problem: fact- finding time & closer inspection 1.Get as much information as possible on the problem. 2.Discover the background of the problem. a. Inherency – where did it start and when? b. Disadvantages – what harms does it cause, and how bad are they? 3. Research the experts in the field – another’s point of view

Step 4: Suggest possible solutions (brainstorm time) 1.All ideas are welcome – fresh approach. 2.At first, offer ideas as quickly as possible – don’t think practical. 3.Theory: the more ideas a group can produce, the more likely it will be to find one that works. 4.Remember: the obvious solution may not be the best. 5.Don’t play lotto! – no solution should be accepted until several have been proposed, examined, and compared.

Step 5: Evaluate each solution & select the Best One 1.MAKE A CAREFUL COMPARISON USING THE CRITERIA! 2.Does each solution meet the standards set by the criteria? 3.The “best” solution is the one that most clearly fits the criteria – SOLVES THE PROBLEM WITH ADVANTAGES.

Step 6: Suggest ways for testing or carry out the solution 1.Make sure the solution is practical. 2.Give it a real world test, if possible. Check on: a. Cost - funding b. Efficiency c. Time – means of change from the old system d. Agency – personnel, governing body e. Enforcement 3. Fiat – this change should happen, but not that you must make it happen to show it’s worth.

Managing Conflict CAUSES 1.Differences of opinion, ideas, emotions, backgrounds…diversity 2.Disagreements over information a. Don’t believe the information b. Wrong interpretations of the solutions offered.

CONSTRUCTIVE CONFLICT IS OK! 1.We’ve got to entertain conflicting ideas to understand how complex most problems really are. 2. We want to reach the best solutions by actually thinking about them.

DISRUPTIVE CONFLICT is caused by disruptive people=nuisances=noise 1.Nitpickers 2.Eager Beavers 3.Blockers/Fence sitters 4.Wise crackers 5.Dominators 6.Harmonizers 7.Peacekeepers

Duties of the Leader – Know the people in your group 1.Start the meeting a. Act as the moderator b. Ask interpretative questions 2.Keep the discussion going – balanced participation 3.Set an example – recognize & praise group member’s positive contribution 4.Close the discussion a. Avoid Group Think (abandon personal point of view to keep the peace) b. Reach a consensus (nearly unanimous agreement) c. “Keep the Peace”

CONTRIBUTIONS OF THE MEMBER 1. THINK – remember your objective to solve the problem a. Blend knowledge b. Research new information c. Use reasoning 2. Speaker a. Clear & simple b. Ask for feedback to your ideas c. Be interesting with your delivery d. Give reasoning with your ideas/opinions e. Think before speaking 3. Listener a. Examine ideas b. Question the validity of information c. Practice Mutual Respect d. Be respectful