Group Problem Solving Techniques Interactive Learning Processes December 30, 2015 Group 4 Edward Bishop Sheryl Brooks Erion Moci Amrit Singh Julie Stronach

Hurson’s Productive Thinking Model A structured problem solving model that combines critical and creative thinking in a six-step process. Step 1: Ask “What is going on?” What is the problem? What is the impact? What is the information? What is the vision? Step 2: Ask “What is success?” Identify outcomes and decision criteria to evaluate solutions. Step 3: Ask “What is the question?” Genenerate a list of questions that, when answered, will solve the problem. Step 4: Generate answers. Generate as many solutions as possible. Step 5: Forge the solution. Evaluate ideas against criteria from Step 2. Step 6: Align resources. Identify people and resources needed to implement solution.

Applying the Model (an example) Step 1: What is going on? (Use High Five tool to generate potential issues/problems.) Our recruitment process takes too long and produces candidates who are not a good fit. Recruitment costs are up, turnover is high and CSRs are not meeting expectations, resulting in poor performance measures and reduced customer satisfaction. Turnover is 35%, the highest in the industry. Most turnover is related to low job satisfaction. Cost to hire is $800/recruit, 2nd highest in industry. Performance is below target: av. call handling time has increased 5%; non-productive time has increased from 45% to 48%; customer satisfaction has declined by 7%. Vision is to recruit high-performing CSRS who stay with the organization 4 years on average (25% turnover) and who meet or exceed all performance targets, resulting in industry-leading customer satisfaction ratings. Step 2: What is success? (Use DRIVE tool to establish decision criteria) Desired outcomes: Better performing CSRs; reduced turnaround; lower turnover; lower costs; improved performance metrics; higher employee morale; higher customer satisfaction; more qualified candidates. Risk: Call Centre is offshored; recruitment is outsourced; CSRs staffed by temps. Investment: Cannot add personnel to process; cannot outsource except to lower costs; minimum 2 weeks training for CSRs; development of recruitment and training tools, including software, website, assessment tools, not to exceed $100,000. Values : Employees want to come to work, satisfy our customers and build a career with us. Essential outcomes: Turnover must align with industry average; performance metrics and customer satisfaction must be in top 75th percentile.

Applying the Model (continued) Step 3: What’s the question? (Use Excursion tool to see problem from different perspectives) Why is turnover so high? Why are we having difficulty finding and retaining good candidates? What is our sourcing strategy? Why does it take so long to recruit? Why is our customer satisfaction down? What is our recruitment process? Where do we have bottlenecks? Do we have the right resources, people and support in place? Is our CSR training adequate? Step 4: Generate answers. (Use Forced Connections tool to list unusual/unexpected answers.) Target seniors for CSR roles. Move call centre to a different city. Explore work-from-home options. Close call centre. Increase wages. Explore customer self-help options through improved internet support. Improve product quality. Hire VP of Call Centre Recruiting. Re-engineer recruitment process. Automate candidate screening and include self-assessment. Step 5: Forge the solution. (Use POWER tool to evaluate /strengthen ideas against Step 2 criteria.) Positive (solution e.g., automate screening): Will reduce administrative cost and time. Objections: Could be expensive. What tools do we use? Lot of work for candidates to apply. What else?: Include aptitude testing in screening process. Outsource web admin. Enhancement: Allow candidates to self-screen so only most qualified move to 2nd step. Remedies: Ensure system is interactive, easy to use. Allow candidates to upload information. Step 6: Align resources. IT group (Web developers) Human Resources (recruitment) Call Centre (training specialists and operators) Outside vendors (assessment and screening tools)

Advantages & Disadvantages Includes both critical and creative thinking to esnure a well-rounded approach. Very tool dependent. Facilitators need to have a high level of knowledge and experience to use tools. Uses different tools to separate critical and creative thinking so they don’t influence one another (ie., judging ideas too soon, generating additional ideas at inapproiate times). Not all participants are able to shift from critical to creative thinking and back again thoughout the process. Use of tools like DRIVE and Brainstorming provides a structured process. Process may be bigger than the actual problem – i.e., it is very involved and potentially time consuming. Can lead to the creation of breakthrough ideas and solutions. May require an outside facilitator, as it is difficult to participate and facilitate at the same time. Helps participants break down barriers by focusing on the future rather than the past. Process may fail if participants lack sufficient Interest, Influence and Imagination.