Webinar 2 analysis ofthe problem_final
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Transcript of Webinar 2 analysis ofthe problem_final
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Nurturing Potential
Assignment 1Roles and Responsibilities
Legislation for the FE Sector
Webinar 2
Analysis of the problem
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IILM 3 Webinar 2:
Objectives
Define a problem
Identify four tools for analysing problems
List and Discuss three styles of decision making
Examine key skills in critical thinking
Identify the problem solving process
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ILM Webinar 2:
The problem is defined when
1. Everyone who reads your problem statement, including you, understands what will be different when the problem is solved.
2. Your team agrees that it describes the correct problem.
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Gathering Information- Exploration of the Problem
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SWOTAlbert Humphrey
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ILM Webinar 2:
StrengthsWhat do you do well?What do others see as your strengths?
WeaknessesWhat could you improve?What might others regard as weaknesses?
OpportunitiesWhat opportunities are available to you?How can you turn your strengths into opportunities?
ThreatsWhat threats could harm you?What threats do your weaknesses expose you to?
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ILM Webinar 2:
Your Strengths
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ILM Webinar 2:
Your Weaknesses
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ILM Webinar 2:
Your Opportunities
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ILM Webinar 2:
Your Threats
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Promoting inclusionof children withspecial needs inmainstream extendedservices
Access Finance
TransportCapacityAttitudes
Reliance onvoluntaryagencies
Wheelchairaccess limited
Bullying
Limited numberof specially
qualified staff
Staff work-life balance
issues
Specialisttransport required
Training
Need toadjust travel
times
Need forspecial equipment
& materialsNeed totrain up
mainstreamstaff
FishboneKaoru Ishikawa
Unreliableestimates of
costs
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ILM Webinar 2:
Your fishbone
Category
Cause
Effect
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Force Field Analysis(Lewin 1951)
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ILM Webinar 2:
Your Problem
Positive Forces ( + ) Negative Forces ( - )
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Board StormingBoard StormingAlex OsbornAlex Osborn
Successful outcome requires:
• no criticism
• No arguing
• no negativism
• no evaluation
• Large quantities of ideas
Record:
• problems
• opportunities
• ideas.
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ILM Webinar 2:
BOARDSTORM
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Three decision making styles
Reflexive Style:Tends to make quick decisions and, as a result, may not take the time to consider and evaluate all possible solutions.
Reflective Style:Takes time to identify, analyse and evaluate as many alternatives to solving a problem situation as possible.
Consistent Style:Based on an appropriate amount of information and evaluation, a decision is made in a reasonable amount of time.
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Critical ThinkingRobert H. Ennis
• Search for reasons
• Deal with the components of a complex problem in an orderly manner
• Seek a clear statement of the problem
• Look for options
• Exhibit sensitivity to others’ feelings and depth of knowledge
• Use credible sources
• Be capable of taking a position or changing a position as evidence dictates
• Remain relevant to the point, seek information as well as precision in information
• Be open minded
• Take the entire situation into account
• Keep the original problem in mind
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Task 2
M3.01 Solving Problems and Making DecisionsTask 2. Analysis of the Problem
Analysis of the problem
Gather and interpret information to identify possible options to solve the problem(min 13 marks required from 25 available)Word count 300-400
Assessment criteriaInformation to identify possible solutions to a problem is gathered and interpreted
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ILM 3 Webinar 2
Objectives
Define a problem
Identify four tools for analysing problems
List and Discuss three styles of decision making
Examine key skills in critical thinking
Identify the problem solving process
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Sources
SWOT Analysis
http://www.isu.edu/acadaff/swot/index.shtml
Fishbone Analysis
http://www.skymark.com/resources/leaders/ishikawa.asp
Force Field Analysis
http://rapidbi.com/created/forcefieldanalysis/
Board Storming
http://www.brainstorming.co.uk/tutorials/historyofbrainstorming.html
Critical Thinking http://
faculty.ed.uiuc.edu/rhennis/