The BSB Business Services Training Package covers a diverse range of industries and occupations. Business Services covers a range of cross-industry functions and services supporting the commercial activities of all industries.

DEFINING QUALIFICATIONS

When units of competency are grouped into combinations that meet workplace roles, they are called qualifications. These qualifications are aligned to the Australian Qualifications Framework (AQF). Each qualification will have ’packaging rules’ which establish the number of core units, number and source of elective units and overall requirements for delivering the qualification.

DELIVERY AND ASSESSMENT OF QUALIFICATIONS

RTOs must have the qualifications (or specific units of competency) on their scope to deliver nationally recognised training and assessment. RTOs are governed by and must comply with the requirements established by applicable national frameworks and standards. RTOs must ensure that training and assessment complies with the relevant standards.

QUALIFICATION TRAINING PATHWAYS

A pathway is the route or course of action taken to get to a destination. A training pathway is the learning required to attain the competencies to achieve career goals. Everyone has different needs and goals, and therefore requires a personalised and individual training pathway.

FOUNDATION SKILLS

Foundation Skills are the non-technical skills that support the individual’s participation in the

workplace, in the community and in education and training.

AUSTRALIAN CORE SKILLS FRAMEWORK (ACSF)

This Assessment meets the five ACSF core skills as described in the Foundation Skills mapping.

PERFORMANCE CRITERIA AND KNOWLEDGE EVIDENCE

To view the skills and knowledge requirements for BSBCRT311 Apply Critical Thinking Skills in a Team Environment as set out in training.gov.au, please refer to this link.

ABOUT THIS UNIT OF COMPETENCY

BSBCRT311 – APPLY CRITICAL THINKING SKILLS IN A TEAM ENVIRONMENT

This unit standard BSBCRT311 Apply Critical Thinking Skills in a Team Environment covers the skills and knowledge required to apply critical thinking skills to generate solutions to workplace problems in a team environment.

The unit applies to individuals who are required to develop and extend their critical and creative thinking skills to different issues and situations. These individuals apply a range of problem solving, evaluation and analytical skills to resolve workplace issues within a team context.

This Learner Resource is broken up into three elements. These include:

1. Prepare to address workplace problem

Evaluate solutions for workplace problem

3. Finalise and review solution development process

At the end of this training, you will be asked to complete an assessment pack for this unit of competency. You will need to access a supervisor, a manager, or your assessor who can observe you perform project or workplace tasks and verify your competency or performance.

On competent completion of the assessment, you must have demonstrated skills and knowledge required to apply critical thinking skills in a team environment.

Chapter 1: Prepare to Address Workplace

Problem

Whether it is dealing with stressful deadlines, problematic employees, or general stress, all workplaces have their own problems. When left unaddressed, these problems can cause chaos in your workplace. Because of this, it is important to confront these problems as soon as they arise.

Workplace problems affect everyone in your workplace. They decrease productivity and cause a high level of stress for employees, managers, and supervisors. This stress can then lead to conflicts and create an uncomfortable workplace atmosphere. When dealing with workplace problems, it is important to handle and address them with poise.

This chapter will help you learn about ways that will help you prepare to address workplace problems. Addressing workplace problems involves identifying and selecting your workplace problems and identifying frameworks that may be applicable to your selected problem. Once you decide on a framework that may apply to your selected problem, you may then develop questions that may help you identify key issues and challenges in your problem. You may also consult key stakeholders to gather information on your selected work problem.

1.1 IDENTIFY AND SELECT WORKPLACE PROBLEM TO ADDRESS WITHIN SCOPE OF JOB ROLE OF TEAM MEMBERS

Workplace problems refer to the challenges encountered in the workplace that may hinder productivity and create an unhealthy work environment. Most, if not all, teams encounter problems. These problems can range from manageable to toxic and uncontrollable. Because of this, it is always important to address these problems within the scope of the role of each team member.

It is significant to identify each workplace problem and understand where it stems from. Doing so will help you determine whether the problem can or cannot be easily addressed. The sooner you will know the root cause of your problem, the quicker you can solve it. Identifying and selecting workplace problems is a step-by-step process. You will need to study what happens in the workplace before you can say that a problem really is a problem.

You may refer to the following steps for guidance:

1. Pinpoint issues

Pinpointing issues involves asking people about what bothers them in the workplace and involves actively listening to what they have to say regarding these issues. You cannot develop a solution without first knowing what you are dealing with or what you want to improve. You must know the details surrounding your problem and identify factors that make what you are experiencing a problem that is worth solving. Here, you will be obtaining information from your teammates about the difficulties they are experiencing in your workplace. These are the methods that can be used to identify issues:

· Conducting surveys

Conducting surveys helps you identify and pinpoint the problems each team member is facing in the workplace. Even simple survey questions that can be answered by a ‘yes’ or a ‘no’ will help give you an idea of what each member is experiencing.

· Interviewing people in the workplace

Interviewing people in your workplace will help you gain an in-depth view of the opinions of everyone in the team. Here, you must listen and ask more questions about each member’s experiences, especially if some members are hesitant to voice out their opinions.

· Scheduling a meeting where everyone in the team is required to attend

This step requires you to gather everyone around for a meeting. It is important to inform members about your meeting beforehand so that they can allow time in their schedules. Be sure to consider each team member’s availability, as not everyone is available at the same time.

· Individually asking each team member about issues that bother them in the workplace

This is perhaps one of the most important parts of the process. Here, everyone must be willing to open up to one another about what bothers them in the workplace. Each member should be able to freely share their point of view about what they consider are workplace problems that need to be fixed.

· Facilitating an open discussion between team members about their identified issues

An open discussion will help everyone understand the issues that each member is dealing with. It will also help members relate to each other and will provide a means for members to share their opinions on the issues they face in the workplace. You can organise an open discussion by scheduling a meeting with your team members or by having an open forum for the team.

2. Determine which issues are problems

Sometimes, the issues you think are problems may end up not being problems at all. Issues refer to minor inconveniences or annoyances in the workplace. When these annoyances become more serious and uncontrollable, they then become problems.

To know whether issues are problems, you may ask yourself the following questions for guidance:

· What is happening?

You cannot say something is an issue or a problem without knowing the opinions of others. Because of this, make sure to obtain information on what bothers people in the workplace. As mentioned earlier, you can collect this information through surveys, observations, interviews, etc.

· Does it happen frequently?

An issue becomes a problem when it constantly happens in the workplace. For example, most people in your workplace have a habit of gossiping about each other. Because this has become a toxic habit, this may be considered a workplace problem.

· Does it disrupt work?

An issue becomes a problem when it disrupts work or creates a toxic work environment. Going back to the example in the previous bullet, constant gossiping may create a toxic work environment. It disrupts work because it may create divisiveness, lessen productivity, and lower staff morale.

· Who is affected by these issues?

An issue becomes a problem when many people in your workplace are affected by it. Continuing from the previous example, constant gossiping can affect many people in the workplace. It can create negative feelings and affect the mental health of your co- workers. It can also put a strain on teamwork and lower the job satisfaction of many workers.

Once you have confirmed that the issue you are facing is indeed a problem, you can analyse your workplace problem by:

· Identifying what makes it a problem

As mentioned earlier, sometimes the things you think are problems are not really problems at all. Ensure to remember the main difference between an issue and a problem. If it affects the entire team’s performance and creates a toxic work environment, then it is indeed a problem. However, if it only annoys most members but does not affect their performance or ruin your workplace atmosphere, it might simply be an issue that can be avoided.

· Separating facts from opinions

Once the entire team has shared their concerns, you must then begin separating facts from opinions. Think of it this way: one team member may feel like other members are promoting gossip around the workplace. The rest of the team may not feel the same. While a bit of gossip is normal for any workplace, too much can promote a toxic work environment. Make sure to determine whether the issues identified really occur in your workplace or if they are just opinions that cannot be backed up by facts.

· Simplifying your selected problem

When you initially identify your problem, you might think that it cannot be solved or that it is too overwhelming. You can avoid feeling this way by simplifying what you are dealing with. You can simplify your problem by:

Finding its root cause
- Explaining it as if you are talking to a 10-year old
  - Eliminating the use of jargon and complex words
  - Taking a step back and looking at the big picture

By following these methods, you can then ensure that everyone can fully understand what you are talking about. You can also make sure that your problem is less complicated and can be solved sooner.

3. Identify where these problems stem from

Identifying where your problems stem from is an important part of determining what your problem is. While these problems may stem from a variety of reasons, the most common reasons include:

· Poor communication

Poor communication causes confusion and misunderstandings in the workplace. It can make people miss details and cause conflicts.

· Bad management

How managers and supervisors behave plays a big role in how employees act around the workplace. Problems may arise once managers fail to live up to their roles as leaders. For example, if they are too strict, employees may feel suffocated or trapped. If they are too lax, employees may feel like leaders are not present in the workplace.

· Toxic behaviour

Toxic behaviour is a big problem in the workplace. It causes conflicts and leads to an unhealthy work environment. For example, if your co-worker constantly talks behind everyone’s back, everyone in the workplace will have a hard time getting along.

· Stressful work environments

Stressful work environments can be a workplace problem because it can lead to exhaustion, health problems, and reduced productivity.

4. Select which problems to address

This is perhaps the most important step in the process. This must be done because addressing all problems at once would only create even more conflict and confusion. Narrow down the problems you discovered into the problems that urgently need to be addressed.

When selecting problems to address, it is important to consider the job role of each team member. A job role refers to the tasks and duties of each team member. It must be considered because the workplace problem you select has to be applicable to the scope of the job role of each team member.

To determine the scope of each team member’s job role, be sure to:

· List down each team member’s job role

Create a list of the tasks done by each team member in their role

Once you have determined the scope of each member’s job role, you can then identify the common problems that each member experiences within their job roles. The team can then vote on the problem to be addressed. This may be the problem being experienced by most team members or the problem that most urgently needs to be addressed.

1.2 IDENTIFY ORGANISATIONAL AND LEGISLATIVE FRAMEWORKS APPLICABLE TO SELECTED PROBLEM

Addressing your workplace problems always involves being knowledgeable about organisational and legislative frameworks. These frameworks will help you take a methodical and structured approach to solve your problem. Once you understand how to use these frameworks, you may begin looking into potential solutions that may help you make a wise choice.

1.2.1 ORGANISATIONAL FRAMEWORKS

Organisational frameworks are the rules under which an organisation, and by inclusion it’s staff, will operate, The documents that record these ‘rules’ are the organisations policies and procedures.

Organisational frameworks provide structure for activities that are aimed to achieve an organisation’s goals. They help organisations work efficiently and also help them fully understand the problems they are dealing with.

The Four Frame Model

The Four-Frame Model was developed by Terry Deal and Lee Bolman in 1991. It aims to provide a means for you to understand your organisation as best as you possibly can. From the name itself, the Four Frame Method divides organisations into four ‘Frames’. These frames are as follows:

· Structural

This Frame focuses on setting strategies that may help organisations reach their goals. These strategies may include clarifying responsibilities and tasks, setting deadlines and goals, and creating new policies and procedures.

· Human Resource

The Human Resource Frame focuses on the well-being of the people in your organisation. It focuses on the needs of employees, like their happiness, job satisfaction, and personal growth. Without this Frame, your organisation’s employees might be unsatisfied with their workplace environment. This may then lead to a decrease in productivity or the quality of their work.

· Political

This Frame discusses your organisation’s political aspects. Political aspects may include people who make the most decision-making in your organisation and those fighting for recognition or control. Focusing on these aspects helps you identify problems in your organisation. By addressing these problems, you may pinpoint people with hidden agendas and promote conflict resolution in your workplace.

· Symbolic

The Symbolic Frame focuses on making employees feel important. It acknowledges the need for recognition within the workplace. Recognising the achievements of others will help encourage others to strive for excellence in the workplace as well.

Here are some examples of situations where the Four Frame Model is applied:

When employees are unsatisfied and are not motivated to do tasks, you may use a Human Resource or Symbolic approach to solving your problem. These approaches will help you understand why they are unmotivated and will also find ways to help them improve their performance
- If the group is having difficulties in agreeing on a decision, you may choose the Political Frame to address your problem. This will help you resolve any conflicts present in your workplace

The Four Frame Model can affect organisational frameworks through:

· Change in management and reporting

A change in management refers to how an organisation handles change and how it can help employees adapt to this change. Reporting is a big part of the change in management because change must be documented and disseminated to everyone who is affected.

· Equal employment opportunities

Equal employment opportunities protect job candidates from discrimination against their sex, religion, race, and many other characteristics. Having organisational frameworks that adhere to equal employment opportunities means that all job applicants have equal chances of being employed regardless of their background.

· Industry standards and codes of practice

Industry standards refer to the standard way of doing things in a particular industry. Codes of practice, on the other hand, refer to guidelines that are established by a professional association for compliance of proper ethical standards. Organisational frameworks that adhere to industry standards and codes of practices will help ensure that employees are behaving properly in the workplace.

1.2.2 LEGISLATIVE FRAMEWORKS

Aside from organisational frameworks, you should also keep legislative frameworks in mind as well. Legislation is the act of making or enacting laws. The legislation in a state or territory is the laws enacted specifically to control and administer the state or territory. These laws absolutely have to be abided.

One must always be aware of the legislative requirements applied to workplace practices. This ensures worker safety and productivity. When determining the legislative frameworks that are relevant to your problem, make sure that your solution is guided by the legislative frameworks in your area.

Refer to the list below for legislative requirements that may concern your workplace practices.

· Work Health and Safety Act 2011

The Work Health and Safety Act 2011 was made to provide for work health and safety for employees, volunteers, out workers, trainees, and contractors. It aims to protect workers from anything that could compromise their safety, health, and welfare. It also aims to promote effective and fair workplace conditions for workers.

· Equal Employment Opportunity Act (Commonwealth Authorities) 1987

This Act refers to the right of all employees to be treated fairly and equitably regardless of their culture, religion, or beliefs through the recruitment, selection, access to information, supervision, and management.

The main focus of this Act includes:

Fair work practices
- Making unbiased decisions
  - Recognition and respect of various cultural and social backgrounds of all staff and customers
  - Training development which meets employee and customer satisfaction

The EEO Act looks to dissolve discrimination in the workplace. It works to improving conditions to reduce employees feeling any negative attitudes or feeling isolated at work.

Because of this, employees are required to:

Work at the best capacity and complete all tasks and duties given to them
- Work in collaboration with all their colleagues, regardless of any cultural diversity that may exist
  - Refuse to accept or tolerate any form of harassment

The EEO Act provides for the recognition and respect of various cultural and social backgrounds of all staff and customers. For example, you may have co-workers who are not from Australia in your workplace. Adhering to the EEO Act would require you to respect and treat each co-worker fairly.

· Privacy Act 1988

The Privacy Act 1988 aims to protect and promote the privacy of individuals in the workplace. This concerns handling the personal information of workers, including the disclosure, collection, storage and use of this information. Handling the personal information of employees is common for most organisations. Your Human Resources department will have the task of doing so.

Be sure to keep the organisational and legislative frameworks discussed in mind since these will help guide you in whatever you do in your workplace. You can refer to the case study below for an example of how frameworks are applied to problems.

Case Study 1
Suppose you have a co-worker who refuses to be put in the same team as another co- worker who is a Muslim. Since this relates to the wellbeing of employees, it is best to consider the Human Resource frame. To be specific, an organisational framework that is relevant to this is equal employment opportunities. This organisational framework has a corresponding legislative framework, the Equal Employment Opportunity Act (Commonwealth Authorities) 1987. When considering possible solutions to the problem, you can refer to the two frameworks and past problems that also relied on these frameworks.

1.3 DEVELOP QUESTIONS TO IDENTIFY KEY ISSUES AND CHALLENGES OF SELECTED PROBLEM

When it comes to workplace problems, it is always best to understand everyone’s perspective to avoid further conflict and confusion. To do this, be sure to develop questions that may help you identify your problem’s challenges and key issues.

As mentioned earlier, not all issues can be considered as problems. Sometimes, the issues you think are problems may end up not being problems at all. Issues usually refer to minor inconveniences or annoyances in the workplace. When these annoyances become more serious and uncontrollable, they then become problems.

You may ask the opinions of your co-workers or employees to gain some insight into what is happening in your workplace. Here, you must use critical thinking processes when developing questions that may help identify the key issues of your problem.

1.3.1 CRITICAL THINKING PROCESSES

Critical thinking is a skill that is useful throughout your life. To improve your critical thinking skills, you must first learn about the key critical thinking processes. There are several ways to learn the key critical thinking processes. Among these methods, Bloom’s Taxonomy best describes how critical thinking processes can be used in your daily life.

To know more about Bloom’s Taxonomy, refer to the discussion below:

Bloom’s Taxonomy

Bloom’s Taxonomy framework was developed by Benjamin Bloom in 1956. It was created to provide a common language for educators and to promote higher forms of thinking. Since its creation in 1956, Bloom’s Taxonomy has been widely used by teachers all over the world. It had since been revised in 2001.

The original Bloom’s Taxonomy consisted of three learning domains, namely: the cognitive, affective, and psychomotor domains. These domains were then divided into six critical thinking skills, which are presented in the pyramid below:

To gain a clearer understanding of the six skills presented in the pyramid above, refer to the explanation below:

· Knowledge

Knowledge is the process of recalling information that can be used in presenting ideas or critical thinking tasks. This characteristic is essential in the critical thinking process because it helps you become familiar with the information you are analysing.

Having prior knowledge on the subject you are discussing will help you get to the specifics of whatever you are studying. For example, you are researching about computers, and you found a site that says, ‘a computer must have a CPU and monitor’. You can look up ‘CPU’ and ‘monitor’ on the internet, but unless you know what a computer is, you will not understand what the website is discussing.

· Comprehension

Your brain takes in information through a series of steps. You can understand whatever is being discussed by linking each piece of information given and forming a general idea out of it. When doing this, you are applying comprehension and critical thinking without even knowing it.

Comprehension is the process of fully understanding what the critical thinking task or idea is communicating and having the capability to transform it into one’s own version. When you comprehend something, you begin to understand how it could be part of a whole.

· Application

This is the application of recalled knowledge to the critical thinking task or idea. Here, you can demonstrate, create, and showcase knowledge or ideas that you may have learnt in the past. You can choose to apply your knowledge in various ways, such as:

Art
- Writing
- Music
- Thinking

All these are ways that may help you determine where you can apply your knowledge. You may go back to the example of computers. Your organisation is tasking you to buy a new computer. By recalling your knowledge on a computer’s parts, you would know that buying a new computer would entail purchasing a monitor and a CPU. By applying your recalled knowledge on a computer’s components, you are preventing yourself from buying the wrong thing and using critical thinking in the process.

· Analysis

Analysis is the separation of information and comparing them with one another to identify their connection in the critical thinking task or idea. This fundamental characteristic is often needed in decision-making, particularly when you are comparing information. By analysing the information given to you, you can identify how pieces of information are related to a task and create the best solution to a given problem.

· Synthesis

Synthesis is the process of combining pieces of critical thinking tasks or ideas to form new meaning or interpretations. It involves sharing, discussing, and revising information or ideas. Here, the information you will be handling may involve old or new knowledge and ideas.

This process is useful in critical thinking because it helps you create new ideas from readily available information. Knowing whether the information you have gathered fits together is vital to this process.

Refer to the list below for a guide on how you can identify whether the information you have gathered fits together:

Determine whether your information stays on topic. Do they all talk about the same subject?
Determine where your information came from. You may use information obtained from credible sources or ideas you created yourself
Your information should have more similarities than differences
Your information should be objective and organised

· Evaluation

Evaluation is the process of making judgements on the value, credibility, or strength of thoughts and ideas. To make the best decisions, one must always remain impartial and objective. Being impartial and objective is important for evaluation so that proper judgements can be made.

These judgements are determined by the person being evaluated, based on why they are evaluating the object or idea. Lastly, being impartial helps you avoid biases in decision- making and also helps you weigh the pros and cons of each option before making a choice.

The original Bloom’s Taxonomy was often used to encourage higher forms of education. It was used as a guide for educators to assess a student’s learning. It was also used as a means to compare assessment and learning methods. While some still refer to the original Bloom’s Taxonomy, its revised counterpart is widely used nowadays. Knowing the difference between the revised and original versions will help you understand how both methods affect mental development.

The main differences between the old and new versions of Bloom’s Taxonomy are the

following:

The old version uses nouns while the revised version uses verbs
Taxonomic levels are slightly rearranged
The revised version regards creativity as the highest form of learning

You may refer to the revised Bloom’s Taxonomy presented in the pyramid below for guidance:

· Remembering

This skill involves remembering facts and basic concepts. This taxonomy level is based on the first level of the old version of Bloom’s Taxonomy. Both involve remembering knowledge of previously learned information. Here, you may name, write, and describe the information you have read or heard.

· Understanding

Understanding involves describing, classifying, and interpreting concepts or ideas. Like the previous level, this taxonomy level is also based on the second level of the old version of Bloom’s Taxonomy. Both levels focus on constructing meaning from different sources of information.

· Applying

This skill involves applying learned information to new situations. It is based on the third level of the old Bloom’s Taxonomy. Here, you can apply the knowledge you learned from classrooms, books, and even the internet to concrete situations. You can also organise your thoughts and develop questions that may help you find answers to your problems.

· Analysing

Here, you will be analysing your ideas and drawing connections between them. Like the fourth level of the old Bloom’s Taxonomy, this skill allows you to differentiate your ideas from one another and distinguish their different characteristics. It differs from the previous level since it allows you to break information down into more manageable parts and relate each part to another.

· Evaluating

Evaluating involves justifying your decision through the information and ideas you generated in the previous skills. This skill is based on the sixth level of the old Bloom’s Taxonomy. Both levels focus on reviewing information and making sure that it conforms to a given set of criteria. In the revised taxonomy, this skill comes before creating because it focuses on reviewing the skill before using it to create something new.

· Creating

The revised Bloom’s Taxonomy refers to this skill as the highest form of learning. It focuses on creating new work or putting together learned information in a new way. This may involve organising, designing, and developing original works or processes.

You can better understand how the critical thinking processes discussed above can be used by referring to the discussion below:

Asking questions is a step-by-step process. One does not ask questions on impulse. Instead, you must first go through a series of steps before you can ask a question that conveys what you want to address.

First, you must remember the concepts you want to discuss before you begin to understand what they mean and how they are applied.

After you understand how a concept works, you can then apply the concept to real-life situations.

Applying concepts to real-life situations can then lead you to analysing how effective they are. Here, you can analyse how effective these concepts are in real-life situations. This will involve evaluating whether these concepts need to be improved.

Evaluating a concept can help you assess whether improvements need to be made or if they need to be changed. The results from your evaluation can then help you in creating questions that can address the improvements or changes that need to be changed.

Other Critical Thinking Processes

Critical thinking is applicable whenever people solve problems and implement solutions. Because asking questions plays a big role in solving problems and implementing solutions, it is important to apply critical thinking concepts when doing so. Critical thinking processes can be used in developing questions that can help you address issues and challenges in your workplace. These processes can include:

· Active listening

Active listening involves recognising the feelings and thoughts of others, focusing on what the other person is saying, and understanding the information they are trying to convey. Being an active listener will enable you to understand the perspectives of your team member and ask better questions about your problem’s key issues and challenges.

· Exercising logic

Exercising logic involves analysing situations and creating sensible solutions by using logic. Some ways you can exercise logic include socialising with your co-workers, learning new skills, and spending time on creative hobbies.

· Clarifying

This critical thinking process involves asking questions when you do not understand a concept or when you want to know more about what is being discussed. By clarifying aspects of your problem that you do not understand, you can then begin determining challenges your team may face from your problem and how they can overcome these challenges.

Once you have an idea on how Bloom’s Taxonomy and other critical thinking processes can be used to develop and ask questions, you can then begin asking questions that help you identify issues and challenges in your workplace. Some factors to consider that can help you identify issues and challenges include:

· Issues that trouble you

Asking employees about what is troubling them will not only make them feel validated but will also encourage them to voice out their opinions. You will gain a better understanding of how employees feel and will also help you relate to their experiences.

· Main obstacles in the workplace

This will give you a direct answer to identifying key issues and challenges in your workplace. It will help you identify barriers that are preventing employees from meeting objectives and achieving desired outcomes as well.

· Concerns about workmates

Ensure to encourage employees to share their opinions on conflicts that may have occurred in the workplace. This will help you understand things that you may or may not have seen in your workplace. It will also help you understand the root of your workplace’s conflicts.

· Factors that need improvement

This can help you see what can be improved in your workplace. It can also help you brainstorm ways on how to make life easier for those in a workplace setting.

After you develop questions that may help you address issues and challenges in your selected problem, you may then proceed to ask others using these questions. This will help you understand how other people feel about these challenges and issues. It will also help you obtain the information you can use when you develop solutions for your problem.

1.4 CONSULT KEY STAKEHOLDERS USING QUESTIONS TO GATHER INFORMATION ON SELECTED PROBLEM

Stakeholders refer to any group, institution or individual who has a role or interest in your organisation’s work practices and in developing solutions to address workplace limitations. These stakeholders may include:

Employees

Employees are the most important stakeholders in an organisation. They provide information on the organisation and on the behalf of clients. They are also the ones who have the most knowledge of work practices and workplace limitations because they experience it first-hand.

Clients

Clients make decisions that improve your organisation’s performance. They help provide information on the quality of your organisation’s products and services by providing feedback and requesting changes.

Owners

Owners monitor the management or organisation. They are the decision makers in your organisation. They determine whether work practices should be created or revised.

Government

Governments regulate and supervise organisations. They may provide information on how organisations comply with legislative requirements. They may also provide information on legislation that may help you assess your work practices.

Stakeholders are significant because they can help provide information on your workplace’s problems and the limitations that come with your work practices. They help organisations gain an understanding of the different perspectives of people in the workplace. They also provide first-hand knowledge on how effective work practices are. When solutions to limitations are implemented, they are also the ones who experience the change first-hand. Because of this, it is important to consult your organisation’s stakeholders when gathering information on your selected problem.

There are many ways to consult important stakeholders. Refer to the following guide for steps on how you can do so:

1. Assess your situation

This step requires you to identify the stakeholder you wish to consult. You must ensure that the stakeholder you consult has knowledge of the situation. You can either consult an internal or external stakeholder, depending on the following factors:

· Their level of interest

Be sure to consult stakeholders who are interested in giving out information about your problem. Not all people will be open to voicing out their concerns, so it will always be safe to consult people who will most likely answer your questions.

· How involved they are

You must also consider asking people who are not only interested in giving out information but who are actually involved in the situation. It is always better to consult stakeholders who are directly affected by your problem as they are a direct source of information.

· Their potential impact for improvement

Not all people will wholeheartedly wish that problems would be solved to improve their workplace. Some may have hidden agendas. Because of this, make sure to consult stakeholders who are interested in improving your workplace.

2. Set goals

Here, you must ensure to address your goals and objectives in consulting your stakeholders. You must clearly define what you want to get from your conversation and how their answers will be integrated into finding a solution to your problem.

3. Start your consultation

Once you and your team have assessed your situation and set your goals for consultation, you can then begin the consultation process. When consulting with your stakeholders, be sure to ask the questions you have developed in the previous subchapter.

Follow these guidelines to effectively consult with your stakeholders:

· Ensure that each team member participates

The participation of each team member is an important part of the consultation process. This is because each team member will be affected by the results of your consultation, especially when it comes to solving your problem. Because of this, make sure that each team member participates by encouraging them to ask follow-up questions and speak up.

· Be clear and concise

Being clear and concise is vital to effective consultation. Doing so will help you effectively convey your message and will also help your stakeholders understand your concerns.

· Set a time limit for consultation

This involves providing enough time for asking and responding to questions. It also helps you guarantee that everyone has enough time to speak.

Once you have completed your consultation process, you can also ask what you can improve on moving forward. This will help you in creating a solution to your chosen problem.

KEY POINTS: CHAPTER 1

• Workplace problems refer to challenges encountered in the workplace that may hinder productivity and create an unhealthy work environment • Organisational frameworks provide structure for activities that are aimed to achieve an organisation’s goals • It is important to use critical thinking processes when developing questions that may help identify key issues of your problem • Bloom’s Taxonomy was created to provide a common language for educators and to promote higher forms of thinking • Stakeholders refer to any group, institution, or individual who has a role or interest in your organisation’s work practices and in developing solutions to address workplace limitations

CHAPTER 1 – ‘TRUE’ OR ‘FALSE’ QUIZ

Tick ‘True’ if the statement is correct, and ‘False’ if not.	True	False
	Organisational and legislative frameworks help you take a methodical and structured approach to solve your problem.
	Issues are the same as problems.
	Equal employment opportunities protect job candidates from discrimination against their sex, religion, race, and many other characteristics.
	Industry standards refer to the standard way of doing things in a particular industry.
	All problems must be addressed at the same time.
	The Health and Safety Act 2015 aims to protect workers from anything that could compromise their safety, health, and welfare.
	Employees are the most important stakeholders in an organisation.
	Critical thinking is applicable whenever people solve problems and implement solutions.
	Codes of practice refer to guidelines that are established by a professional association for compliance of proper ethical standards.

Chapter 2: Evaluate Solutions for Workplace Problem

Critical thinking plays a significant role in any setting. It is applicable whenever you are required to solve problems, make decisions, or create and share new concepts and ideas. It helps you think outside the box and look beyond what is expected of you.

This chapter will enumerate and discuss critical thinking techniques that may help you create and evaluate solutions to your workplace problems. It will also apply what you have learned in the previous chapter. It will discuss how to generate solutions to your selected problem by using critical thinking techniques and the knowledge of team members. Lastly, it will discuss ways on how you can evaluate your solutions and select the best solution of the bunch.

At the end of this chapter, you are expected to have knowledge of critical thinking techniques that may help you develop solutions that will benefit everyone in your workplace. Here, you will be taught ways on how to work in teams and how to apply critical thinking concepts in your workplace. You are also expected to understand the importance of teamwork when developing solutions to workplace problems.

2.1
IDENTIFY A RANGE OF CRITICAL THINKING TECHNIQUES TO GENERATE SOLUTIONS TO SELECTED PROBLEM

Critical thinking takes time and patience. One cannot expect themselves to become critical thinkers overnight. To become a critical thinker, you must first learn about the different critical thinking techniques. Critical thinking techniques allow you to address and understand a given situation based on facts and available information. They allow you to see the bigger picture, piece bits of information together, and generate solutions.

2.1.1 CRITICAL THINKING TECHNIQUES

There are three critical thinking techniques:

· Asking questions

Asking questions is an important part of critical thinking. It helps you recall and interpret facts and break down and judge information. When asking questions, it is important to:

– Ask open-ended questions

Open-ended questions are questions that cannot be answered by a simple ‘yes’ or ‘no’. Asking open-ended questions will enable you to obtain more information from whoever you are talking to. It will also allow you to gain a deeper understanding of your topic and will give you access to more detailed information. Lastly, it will help you connect concepts together and will help you open up to different perspectives.

– Ask focused questions

Focused questions are questions that require researched and precise answers. Asking focused questions will help you define terms, recall facts, and organise data. It will also help you obtain more targeted answers, like specific concepts or facts.

– Ask follow-up questions when answers are not clear

Not everyone is going to satisfactorily answer your questions the first time you ask them. Because of this, you must ask follow-up questions to help you elaborate and clarify details.

· Considering the perspectives of others

Everyone has their own opinions about a certain topic or experience. To gain a clearer understanding of what is happening in your workplace, be sure to ask the thoughts and opinions of people in your workplace. Doing so will help you create better and more creative solutions to your selected workplace problem. This is because it will help provide you with a different perspective when it comes to solving your problem.

Critical thinking is demonstrated in this technique because, by considering the perspectives of others, this allows one to practise analysing the difference between their own and other people’s backgrounds. This analysis can then lead to ideas and insights that are based on mixed perspectives, allowing for more ideas to be developed and used for future references.

· Avoiding assumptions by gathering and analysing information

Gathering information will allow one to see the different information available regarding one topic. This allows them to crosscheck the information to determine which is more widely accepted. Analysing this information allows one to practise identifying which information is reliable and which is not. Doing these helps a person avoid assumptions and develop critical thinking because they will be practised in synthesising the reliable information gathered to inform themselves or update their existing knowledge.

You can refer to the following case study for guidance on using the critical thinking techniques discussed:

Case Study 2
Suppose your selected problem is about a lack of training in your workplace for new hires. This has resulted into delayed timeframes for accomplishing tasks for all members of your team. Because of this, your manager then organised a meeting to allow members to think of ways to solve your problem. Everyone is encouraged to provide their opinions on how to solve the problem at hand. As a member of your team, you must always remember to consider the perspectives of others. Doing so will involve asking and respecting the thoughts and opinions of other team members. By considering the perspectives of others, you can then begin analysing your team members’ inputs to develop more ideas that can be used for future references.

2.1.2 METHODS TO DEVELOP CRITICAL AND CREATIVE THINKING SKILLS

Critical thinking skills refer to the skills needed for you to make knowledgeable and rational decisions. They help you analyse situations using information and facts and will also help you avoid biases and personal feelings when making decisions and analysing situations.

Below are critical and creative thinking skills and the methods you can use to develop each skill:

· Identification of problem

When identifying your problem, ensure to ask questions that will allow you to identify the specifics of the situation or problem. You should also make sure that you fully understand the system behind your problem, like the factors that caused it or trends and patterns that may exist behind it. You must know its causes, effects, and the people who are going to be affected by it.

· Doing research on facts

When researching, avoid taking information at face value. You must first cross-check every information to see if they are reliable and widely accepted by other research. Only use credible information in gathering information that may help address and solve your problem. This information also serves as a basis of the information you are going to collect when you are identifying issues and challenges in your workplace.

· Analysis of information

When analysing information, critically judge the value and credibility of the information you are handling to prove its reliability. This is important because it enables you to think critically before using information. It is easy to use information that is readily available without considering how reliable it is. Because of this, it is always crucial to critically judge and analyse every piece of information you receive before you use it.

· Open-mindedness in coming up with ideas

Being open-minded involves respecting and being open to new ideas. Practise not immediately reacting in a negative way when you hear an idea or opinion that is different from yours. This skill is important because it enables you to listen to the opinions of others, gather more varying ideas, and learn new information. It also helps you avoid biases and preferences whenever you are creating ideas or brainstorming new processes.

Other ways of developing your critical and creative thinking skills include:

· Weighing the pros and cons of each concept before determining where it can be applied

Evaluating your work so you can improve on it

Using critical thinking skills into creating solutions will require you to develop the skills you learned. Developing your critical thinking skills does not happen overnight. It involves your time, effort, and everything that you learned while developing and presenting your solution. Developing these skills is important because it helps you apply your learnings critically. You will be more equipped to deal with whatever comes your way in any situation.

Ensure to constantly practise these methods so you can improve on the critical thinking skills you learned. Remember that these practices will not only enable you to become better critical thinkers, but they will also enable you to become better problem solvers.

2.1.3 USING CRITICAL THINKING TECHNIQUES TO GENERATE SOLUTIONS

An advantage of learning critical thinking techniques and skills is that they can be used to develop solutions to workplace problems. These techniques not only enhance how you process information, but they help you boost your problem-solving abilities as well. You can use critical thinking techniques to generate solutions to your selected workplace problems by:

Identifying issues in your workplace

Before you can develop a solution to any workplace problem, you must always identify issues in your workplace first. Critical thinking techniques can help focus on the workplace issues that need to be tackled and discussed with your workmates and other important stakeholders. They can also help you obtain information about these issues. Lastly, they can help you think of possible ways to tackle these issues so that you can save time in developing solutions.

Breaking down information into more manageable parts

Critical thinking techniques help you process information by breaking it down into smaller and more manageable parts, making it easier to understand the problem. It will help you analyse each contributing factor to your problem, like why it occurs, how long it has been occurring, and how severe it is.

Seeing situations from a new perspective

Critical thinking techniques help you understand that everyone has varying opinions on one topic or issue. Because of this, you can use critical thinking techniques to maintain an unbiased perspective on your selected workplace problem. You can think of your problem as a cube with six surfaces. Critical thinking techniques will help you see the cube as it is, instead of just a simple one-dimensional square. In a nutshell, critical thinking techniques will enable you to become more flexible in dealing with your problem. It will also enable you to understand the perspectives of other people so that you can see your problem in a new light.

Developing goals and objectives that will help you solve your problem

Developing goals and objectives is vital to creating solutions to problems. Critical thinking techniques will help you form a strategy to solve your problem. They will also help you break down your expectations of the end results into more manageable parts through a fixed set of goals and objectives.

2.2
DEVELOP SOLUTIONS USING KNOWLEDGE AND EXPERIENCE OF TEAM MEMBERS

Aside from critical thinking techniques, you can also use the knowledge of others to develop solutions. When it comes to workplace problems, you must consider the knowledge and experience of your team members. Whenever you think of a problem in your workplace, chances are, your team members may be experiencing the same problem as well.

Your team members have first-hand knowledge about what happens in the workplace. They know which work practices are effective or ineffective, and they also have ideas on how these practices could be improved. Because of this, it is important to not just use critical thinking techniques in developing solutions. The more you include your team in developing solutions, the more realistic your solution will be.

2.2.1 WORKING AS TEAM

Developing solutions using the knowledge and experience of your team members will always require constant teamwork, communication, and collaboration. When collaborating with others, always ensure to:

· Identify the boundaries your team will consider when generating solutions

Boundaries are the limits imposed when generating ideas in the workplace. They establish what can only be used for the project, what acceptable workplace behaviour is, etc. These must be considered to avoid the risk of negatively affecting the ideas or producing inappropriate outputs.

When generating solutions, ensure that you determine the boundaries to be watched out for and respected. These boundaries can include:

· Available resources for a project in the workplace

The availability of certain resources in line with a project in the workplace can dictate the scope of ideas they can generate. When considering this boundary, be sure to determine the availability of the resources you plan to use in your solution. Doing so will help you ensure that your ideas are feasible and realistic. It will also help you determine the direction your solution will go to.

· Established tradition or practice when doing a project in the workplace

The established tradition or practice when doing a project in the workplace can give employees a systematic and efficient way of generating ideas. It helps employees go about a familiar process without confusion. This means that it should be consistent with how employees create ideas and that it should not disrupt the activities employees are used to doing. The more familiar employees are with a process, the less confusion on what they should do.

· Specifications of a project in the workplace

The specifications of a project can dictate the direction of the ideas. They determine what the ideas will be like and what they are limited to. Considering the specifications of a project is important because it helps employees identify the message their ideas must have. It helps them know what they should be trying to solve and where their ideas must be based on. Lastly, it helps them base their ideas on the requirements and conditions that must be followed.

1. Let each team member brainstorm ways to solve the problem

There can be countless solutions to just one problem. Take time to think of all possible solutions to your problem and make sure that your solutions fit together. Ensure to make each team member participate in developing solutions as well. You can do this by making each member think of ways to solve your selected problem.

You can think of possible solutions through these creative thinking techniques:

· Storyboarding

Storyboarding is a technique used to organise and visually display information. Storyboarding works best with a small group of usually five (5) to eight (8) people. It can also be used with large groups that are divided into smaller groups.

It requires a quiet, comfortable room without outside distractions. The room must have clear walls, so papers and cards of all sizes and shapes can be taped to them. It takes a lot of wall space! Also, the key to the Storyboarding process is a skilled facilitator that the group recognises as being fair and unbiased.

· Brainstorming ways to improve existing solutions to your problem.

Brainstorming can include:

– Writing ideas down on a bulletin board

Writing down ideas on a bulletin board allows each team member to contribute their thoughts. It also allows everyone to build ideas on the ideas contributed by different team members.

– Conducting buzz sessions

Buzz sessions are created to allow members to provide feedback through short participative sessions. They encourage team members to become actively involved in thinking of possible solutions.

– Stop and go brainstorming

Stop and go brainstorming refers to a technique that allows members to brainstorm solutions for ten minutes before evaluating the solutions everyone came up with.

· Following the Six Hats Method

This problem-solving technique forces team members to go outside their comfort zone and think in ways that they traditionally do not do. Teams often end up in what is known as ‘group think’ where the team would rather stick within their comfort zone. This leads to them being unwilling to come up with new ideas. Each of the six (6) coloured thinking hats represents a different way of looking at a problem.

You can also ask yourself the following questions for guidance:

· Is it feasible?

Checking your solution’s feasibility is the first thing to consider when developing a solution. It helps you determine whether you can or cannot implement your devised alternatives. It is easy to overlook this step when you are busy formulating options, but make sure you remember to check if your solution can be done so you will not encounter problems later on.

· Would it actually solve the problem, or would it create even more problems?

Some solutions only create even more problems. Determine whether your solution efficiently solves your problem. Your solution should:

Be clear and concise
- Be structured
- Address your goals
- Break barriers
- Be effective

· Who would be affected by these solutions?

Creating an effective solution involves considering the perspectives of the members of your organisation. Always think about who will be affected by your solution so it can benefit as many people as possible.

Considering different perspectives when asking questions can help you foster inclusivity within a group, as this makes people feel that their opinions are valued. It will also help you have a brainstorm of various ideas, which can build up to an answer that considers all possibilities that can be thought of by the people involved.

2.3
EXPLAIN DEVELOPMENT PROCESS FOR INDIVIDUAL SOLUTIONS GENERATED TO TEAM MEMBERS

Explaining how you arrived at your solution is an important part of determining whether a solution is feasible or not. Once the entire team has decided on a problem to tackle, and once each member has developed a solution, everyone must then discuss how they arrived at their solutions. This is significant because it helps each member understand where you are coming from and how you thought of your solution. It also emphasises teamwork within the members of your team since everyone will be asked for their output.

2.3.1 SHARING YOUR DEVELOPMENT PROCESS WITH YOUR TEAM

Sharing your development process will help team members be more open to different perspectives. It will help them see what can be improved and will also help others share their knowledge on the topic at hand. Your team members will become more aware that there are many ways to solve one problem once they begin sharing their ideas.

Sharing knowledge between team members can be easy if each member ensures to:

Be consistent when sharing their knowledge
- Listen to the opinions of others
- Ask questions when needed

The SEE-I method can be used to clearly discuss the ideas of each team member in a group discussion. The SEE-I method stands for State it, Elaborate, Exemplify, and Illustrate. It is a critical thinking method used to help clarify ideas through writing or speaking.

Use the following guide to learn more about the SEE-I method:

1. State it

This step involves clearly identifying what you want to communicate. In this case, it involves identifying the solution you want to present. Ensure to not only state what your solution is, but to state what you are trying to solve as well. This will help your audience understand what you are talking about and will also help refresh their memories about the team’s selected problem.

2. Elaborate

Elaborating on your solution means describing how you managed to arrive at your solution. It involves explaining the details of your solution, like how you gathered and analysed data and how your solution can solve the problem. Ensure to include a discussion of your end goals in this step and be sure to explain how your team members can help in implementing your solution.

3. Exemplify

This step involves providing examples of how your solution can be applied in the workplace. Here, you can also provide examples of how team members can benefit from your proposed solution. Because no solution is perfect, you can also include examples of counterarguments to your solution in this step. These counterarguments can explain the limitations or cons of your proposed solution.

4. Illustrate

Here, you can provide images that will help your audience visualise what you are talking about. Not everyone will understand your solution right away. Because of this, you must always ensure to include visuals when presenting your solution to your team members. These images can be in the form of graphs, pictures, tables, or PowerPoint presentations.

It is important to keep critical thinking techniques in mind when discussing how you arrived at your solution. For example, you can use the technique of asking questions and considering the perspectives of others while listening to another team member’s discussion. You can also identify the pros and cons of each solution while listening to the discussion of others or by reflecting on your own solution. Once you and your team are able to present your solutions to one another, you can then proceed to select the solution that best addresses your workplace problem.

2.3.2 DEVELOPING CRITERIA THAT WILL HELP EVALUATE SOLUTIONS

After discussing how each member arrived at their solution, the team can then begin choosing the best solution from the bunch. To choose the best solution from a set of solutions, your team must agree on how each solution must be evaluated. Agreeing on how solutions should be evaluated involves creating a set of criteria that will help you determine the best solution.

Before you can develop a set of criteria your team can use to evaluate solutions, make sure to remember the characteristics of good criteria. Criteria are the baselines set to measure the effectiveness of certain tasks or events. (e.g. criteria for Phone Z are performance, price, quality, design, etc.).

A set of criteria can be considered good if they are:

The criteria you use in evaluating your solution can vary from team to team. However, some common factors that you need to consider can include:

· Team objectives

Your team’s objectives should be a main factor that can affect how your team develops criteria for evaluation. Always ensure that the criteria you create are in line with what your team wants to achieve.

· Simplicity

The simplicity and comprehensibility of your criteria is also an important factor to consider. It is critical that each team member understands the criteria you evaluate solutions on since the team needs to understand how their solutions are rated and how they can rate others’ solutions as well.

· Applicability of criteria to solutions

Another thing to consider when developing criteria is whether they can be applied to all solutions. This is important to consider because your evaluations will involve the work of everyone in your team. Ensure to create a uniform basis that you can use to measure how each solution performs against each other.

You can also use critical thinking techniques to help you develop criteria that can help you evaluate your solutions. For example, you can base your criteria on your predicted outcomes for each solution. You can also base your criteria from the opinions of your teammates, or you can create a set of criteria that will help you determine the pros and cons of each solution.

2.4
APPLY AGREED CRITERIA FOR SELECTING MOST SUITABLE OPTION IN CONSULTATION WITH TEAM MEMBERS

After discussing how each member arrived at their solution and developing a set of criteria for the team to follow, the team can then begin applying the criteria they developed. In a nutshell, applying your agreed criteria simply means checking to see if your solution fits into the criteria your team created. You can think of this step as a prerequisite to evaluating how your solutions fare against the criteria you set.

To check if your team’s solutions fit into the criteria your team developed, be sure to:

1. Identify all possible scenarios and ensure they fit into your criteria

This step involves using the critical thinking technique of predicting outcomes. Using this technique will help you foresee factors like possible pros, cons, and impacts that come with your solution. These factors will then determine how well your solution can be applied to your criteria.

Identifying possible scenarios and ensuring that they fit into your criteria is significant because it helps you see how effective your solution will be even before evaluating it. It will save you a lot of time if you already know that a certain solution will not fit into your criteria before you begin evaluating.

2. Check for gaps and ambiguities

Here, you must check that the information present in your solution conforms to your developed criteria. This step is important because any gap in the information you present can lead to a non- conformance of your criteria. This will then affect how your solution will be evaluated later on.

Because of this, ensure that your solution is complete and that it contains no gaps or ambiguities. Check for terms, phrases, or sentences that may seem incomplete or unclear. You can also check with your teammates if your solution is easy to understand, and if the information it contains is complete.

3. Check for contradictions and inconsistencies

This step is closely tied to the previous step because it deals with checking your solution for errors. Here, you must check that the information presented in your solution is free from contradictions and inconsistencies, which can prevent criteria from being applied to the solution.

To gain a clearer understanding of this, think of it this way: if your solution presents information that is not consistent and contradicts your selected problem, you cannot say that you can apply your criteria to it. This is especially applicable when you are evaluating your solution later on.

To further understand how your criteria can be applied to the solutions your team developed, refer to the case study below:

Case Study 3
Suppose you have been working in the same organisation for five years. This organisation focuses on making and distributing soft drinks throughout Australia. Over the past five years, you have grown accustomed to your organisation’s practices and view your daily tasks as a routine. Whatever you do daily is the same because you have been manufacturing the same soft drinks ever since you first began your position in the company. With the recent COVID-19 outbreak, your boss suddenly gathers everyone in a meeting. He asks all of you for ideas on how you can think of safety measures that may allow you to continue operations despite the outbreak. Each member of your team was able to generate individual solutions, but only one solution can be chosen. To choose the best solution, your team agreed on a set of criteria that would help you in evaluating each solution. To ensure that a solution applies to each criterion, each team member compared the solution they generated to the given criteria. The best solution is the one that meets all the criteria.

Some examples of criteria you and your team can use are:

Relevance

This quality is based on how the solution generated is consistent with the team’s priorities, what the team needs, and your organisation’s policies. Here, you must evaluate how useful the proposed solution can be in your workplace.

You can ask yourself the following questions to evaluate the solution’s relevance:

Will it benefit many people?
- Does it address the team’s problem?
- Is it in-line with the team’s priorities and needs?
- Is it realistic and practical?

A good solution will address all the questions stated above. It will benefit the most people and

improve your workplace situation while conforming to your team’s priorities and needs.

Efficiency

This is the measure of how your expected outcome relates to the input required to solve your problem. Here, input refers to the resources that are used to implement your solution. For example, your team may invest their time and effort in implementing a solution to your selected problem. The time and effort your team spends is the input required to solve your problem.

You can say that a solution is efficient when it requires minimal input and solves your problem in the least amount of time possible. It should also waste minimal to no resources and have minimal obstacles in its implementation.

Impacts

This quality focuses on the effects your solution can bring once implemented. These effects can be negative, positive, unforeseen, or expected. You must make sure that the solution brings more positive impacts than negatives ones. You cannot say that a solution benefits most people if it only brings negative impacts when implemented.

Sustainability

This quality measures how your impacts will benefit your workplace in the long run. It focuses more on what happens after your solution will be implemented, like if your solution will still bring positive impacts to your workplace even after its implementation.

When evaluating solutions based on the criteria provided above and the criteria you and your team developed, you can use a rating scale to assess how a solution performs based on the given criteria.

USING RATING SCALES

Using critical thinking techniques when evaluating solutions will require you to use a scale that will measure how each solution fares against your set criteria. There are many ways to evaluate a solution. However, the most common method of doing so involves the use of rating scales. Rating scales are commonly used to analyse and compare data and to gain information about a subject.

There are two main types of rating scales, namely:

· Ordinal scales

Ordinal scales are used to classify measurements into ordered categories. Here, categories are arranged in such a way that one category is considered higher or lower than another. Ordinal scales usually use a set of statements that help respondents rate what they are evaluating. They are commonly used in gathering and evaluating information, like measuring happiness, satisfaction, or performance.

Ordinal scales can also be used when you are evaluating solutions. You can rate each member’s solution by determining which category it belongs to according to the criteria you are rating it on.

To better understand how ordinal scales work when evaluating solutions based on your criteria, here is an example:

Tick off the box that best reflects how the solution you are evaluating conforms to the given criteria.

Criterion: Does the solution show:	Strongly agree	Somewhat agree	Neither agree nor disagree	Somewhat disagree	Strongly disagree
Relevance
Efficiency
Impacts
Sustainability

Always ensure to apply the critical thinking techniques discussed earlier while making your evaluation. You can also ask other team members to clarify aspects of their solution so you can better understand how it fits into each category.

· Interval scales

Interval scales function like ordinal scales. However, the main difference between the two is that the responses for interval scales are numeric. When evaluating using interval scales, ensure to be precise in your measurements. Being precise in your measurements will help you obtain an accurate rating from your evaluation.

To gain a clearer understanding of what interval scales are, refer to the example below:

The following table shows the criteria for evaluating solutions. Here, interval scales are presented in numbers, with 5 being the highest and 1 being the lowest. Tick off the box that best reflects how the solution you are evaluating conforms to the given criteria.

Criterion: Does the solution show:	5	4	3	2	1
Relevance
Efficiency
Effectiveness
Impacts
Sustainability

Be sure to collaborate with your teammates and choose a rating scale that everyone agrees on. Once the team finishes evaluating each member’s solution, you can then discuss how each of you rated each solution based on the given criteria. The solution that meets all the criteria will be the one to be implemented.

As mentioned earlier, remember to use the critical thinking techniques discussed in the previous subchapters in measuring how each solution fares against your set criteria. You can do this by:

Asking questions to help you rate solutions better
- Respecting the opinions of other team members, especially when it comes to measuring solutions using the criteria the team agreed on

Remembering the critical thinking techniques discussed will enable you to gain a clearer understanding of how you can critically evaluate and select the solution to be implemented in the next chapter.

2.5
CRITICALLY EVALUATE SOLUTIONS GENERATED AND SELECT SOLUTION TO BE IMPLEMENTED

Once a set of criteria to be used in evaluating solutions has been established by your team, you can then begin evaluating each member’s solution. Evaluating a solution is important because it helps you determine whether a solution can actually be applied in your workplace. It will help you judge if a solution is practical, realistic, efficient, and effective.

When evaluating a solution, you must apply the critical thinking techniques mentioned in the previous subchapters. Using critical thinking techniques to analyse a situation will allow you to evaluate ideas based on readily available information. It will also enable you to understand the perspectives of others and reflect on what they are saying.

2.5.1 SELECTING A SOLUTION

As mentioned earlier, there are three critical thinking techniques, namely:

It is important to keep these critical thinking techniques in mind when selecting solutions because they will help you select an unbiased solution. Doing so will allow you to understand others’ perspective on things. Asking questions, considering the perspectives of others, and avoiding assumptions are necessary because other people:

Can offer their insights on your evaluation process
- Can help you improve your final evaluation
- Are directly or indirectly affected or influenced by your final decision
- Can directly or indirectly influence your decision When selecting a solution, ensure to:

· Identify the ratings you gave for each criterion

This step will depend on the rating scale your team chooses. For example, if your team chose an ordinal rating scale, you could identify your rating by saying that you strongly agree or disagree that the solution shows relevance, efficiency, effectiveness, etc. if your team chose an interval scale, on the other hand, you could identify your rating by identifying the number you associated your rating with for each criterion.

· Explain why you rated the solution this way

Here, you must provide an explanation for each rating you gave for each criterion. Be sure to clearly explain how you chose each rating and back your explanation with information that will help others see how it can or cannot benefit everyone in the team. You can also explain possible consequences that can occur if the solution you evaluated is implemented.

· Provide time for members to give their insights on your evaluation

After you have explained your side, allow others to voice out their insights on your evaluation. These opinions may be realisations, additional information, and follow-up questions on your explanation. Allowing others to explain their insights on your evaluation will help you understand their perspective.

Once all team members have shared their evaluations, the team may then begin tallying scores. You can tally scores by counting all the individual evaluation entries for each criterion per solution. You can then add the individual results of each criterion for each solution. The solution that has the greatest votes in all criterion is the best solution.

KEY POINTS: CHAPTER 2

• Critical thinking techniques allow you to address and understand a given situation based on facts and available information • Analysing your workplace problem is important because it involves knowing all the details about what you are trying to fix and fully understanding why your workplace limitations need to be addressed • Developing solutions using the knowledge and experience of your team members will always require constant teamwork, communication, and collaboration • Explaining how you arrived at your solution is an important part of determining whether a solution is feasible or not • Evaluating a solution is important because it helps you determine whether a solution can actually be applied in your workplace • Once you have identified your different solutions, you may now proceed to identify the best solution from the bunch

CHAPTER 2 – ‘TRUE’ OR ‘FALSE’ QUIZ

Tick ‘True’ if the statement is correct, and ‘False’ if not.	True	False
	Critical thinking techniques allow you to see the bigger picture and to piece bits of information together.
	When it comes to workplace problems, it is important to consider the knowledge and experience of your team members.
	The SEE-I method stands for State it, Elaborate, Energise, and Illustrate.
	The first and most essential step to developing a solution to your workplace practices is identifying your workplace problem.
	Evaluating possible solutions will help you determine whether they can actually be implemented in your workplace.
	The SEE-I method can be used to clearly discuss the ideas of each team member in a group discussion.
	Team involvement is not necessary when developing solutions.
	Grades are commonly used to analyse and compare data and to gain information about a subject.
	Sharing your development process will help team members be more open to different perspectives.

Chapter 3: Finalise and Review Solution Development Process

Maintaining a critical thinking mindset is an essential factor for living a successful life. It helps you create logical conclusions and solutions, and it also helps you gather, assess, and interpret relevant information. Lastly, it helps you ask questions that matter and develop solutions for these questions.

The previous chapter involved creating criteria that would help you evaluate your solution. However, developing a solution does not stop there. After evaluating your solutions with your team, you will need to present your best solution to relevant stakeholders. You will also need to apply the feedback you receive and your new learnings to improve your work.

This chapter will focus on presenting your solution to relevant stakeholders and responding to their questions and challenges. It also focuses on using the feedback you received to evaluate your critical thinking processes and identify and apply your critical thinking learnings. At the end of this chapter, you are expected to gain knowledge from everything you learned from both your stakeholders’ feedback and the lessons you acquired while creating your solution.

3.1
PRESENT SOLUTION TO RELEVANT STAKEHOLDERS WITH EXPLANATION OF CRITICAL THINKING PROCESSES INVOLVED

Presenting your solution to relevant stakeholders will not only inform them of the changes that will occur in your workplace, but will show them that you and your team made an effort to address problems you encountered at work. It is important for everyone to be involved in implementing solutions to your workplace problems. Because of this, be sure to inform stakeholders of proposed plans before they are implemented. These stakeholders could be fellow employees, supervisors, or even clients.

As mentioned earlier, informing stakeholders about implementing solutions is a must because they will also be affected by the changes that will occur in your workplace. Doing so will help prevent misunderstandings and confusion between your team and your stakeholders.

When presenting your solution to relevant stakeholders, ensure to:

1. Identify the information you want to present

This step involves choosing the information you want to present. Here, you must state the solution your team chooses to implement. This step is important because it involves knowing details about your workplace problem and your chosen solution. Your stakeholders will better understand your solution if you clearly define what you are dealing with and why you developed a solution for it.

2. Define what needs to be improved

This step involves discussing information that supports why your solution must be implemented. Here, you must ensure to enumerate the aspects of your workplace problem that need to be improved or changed. These aspects may include factors as to why your team is experiencing your selected problem.

3. Present your solutions

After identifying your workplace problem and what needs to be improved, you may now present possible solutions that may help solve your problem. These possible solutions can include the individual solutions each team member came up with. Ensure to clearly explain the pros and cons of each solution and how these can impact your workplace practices. You may also explain what made you come up with these solutions and the impact each solution may have when implemented.

Once the team has explained each possible solution, you can then begin discussing how the team evaluated each solution. You can do this by first stating your criteria for evaluation and the rating scale your team chose for the evaluation process. After, you can then begin explaining how each evaluated each solution. Make sure to explain how you applied critical thinking processes and techniques in your evaluation.

4. Present your best solution

Once you have identified your different solutions, you may now proceed to identify the best solution from the bunch. You must discuss what made you choose this solution, how you plan to execute it, and why this solution can benefit your stakeholders the most. Making your stakeholders understand how they will benefit from your chosen solution can help persuade them to agree with your decision.

3.2 RESPOND TO CHALLENGES AND QUESTIONS FROM STAKEHOLDERS

Discussing your solution to relevant stakeholders will always involve responding to their questions. Responding to questions can seem like a daunting task at first, but it is something everyone can overcome. Think of it this way: answering questions will enable you to share additional information that will help stakeholders understand your solution better. It will also help you clarify areas that may have caused confusion during your discussion.

3.2.1 RESPONDING TO QUESTIONS

A common misconception most people have about questions is that they are scary, unnerving, and should be avoided. However, questions are often a good sign that your audience is interested in what you are saying and that they want to know more about your topic.

When stakeholders ask questions during your discussion, be sure to:

Take time to listen to all parts of a question

The first step in answering questions properly is taking the time to listen to the question being asked. This step is often forgotten by many, but it is the most important of the steps being discussed in this section. It is vital to know exactly what is being asked so you can answer the question properly. Doing so will help you process what is being said and will also show that you respect the person who is asking the question.

2. Take time to understand the question and think of a response

Pausing to understand the question and think of a response is crucial to being able to correctly answer a question. It helps you confirm that you understood what was being said to you, and it also helps you determine how you can address the question. You can check if you correctly understood a question by paraphrasing the question and asking it back to the questioner.

3. Consider boundaries

As mentioned earlier, boundaries are limits imposed when generating ideas in the workplace. They establish what must be followed and observed when aiming to communicate with the other employees. These must be considered to avoid the risk of negatively affecting workers and the quality of their responses as well.

When generating answers, you must consider boundaries because they help you create the right answers to the questions being asked. Some boundaries to consider when answering questions include:

· Communication protocols

Communication protocols contain requirements about communication that need to be followed. These requirements can include the frequency of communication, who you are supposed to be communicating with, and the appropriate information you need to convey. This boundary needs to be followed because it helps prevent you from offending others when you are answering a question. It also helps you be more respectful to the person you are talking to.

· Procedures and processes

Procedures and processes contain information about steps that must be followed to convey information. They help you identify the appropriate channel to generate responses and know the accepted language and its level of formality and the information to include when communicating. It is important to follow this boundary because it prevents you from making mistakes like conveying inaccurate information and speaking in a language that is not understood by who you are talking to.

· Work conditions

The work conditions of those involved in the project need to be considered when generating responses in the workplace. This boundary is important because knowing the work conditions of employees or stakeholders helps in properly generating responses from them. It also helps with responding to their questions during consultations. Knowing the work conditions of who you are talking to will help prevent you from disrupting other people’s momentum. It will help you determine whether others are able to work in the environment productively and efficiently they are in, too. Lastly, it will help you ascertain the appropriate tone you should use when speaking to other people.

4. Communicate your response

Once you are sure that you understood the question correctly and have formulated a response, you can then communicate your response to the questioner and the audience. Ensure to focus on what is being asked and avoid giving out too much information. Giving out too much information can confuse your audience and derail you from answering the question correctly. Because of this, you must keep your responses brief and concise.

5. Answer follow-up questions

Follow-up questions often occur when your audience is interested in what you have to say. When answering follow-up questions, be sure to maintain your respect for each questioner while keeping your responses brief and concise. Every question is important, even if they may seem minor. You can also encourage your audience to reach out and ask questions even after the event has ended. You can provide your audience with a means to contact you, like a phone number or an email address.

Some questions may seem more challenging than the rest. However, remember that it is okay to admit that you do not have an answer to everything.

3.2.2 FACING CHALLENGES

It is normal to feel challenged or intimidated when you are faced with difficulties, especially when you receive feedback that is not favourable to your proposed solution. However, it is crucial to avoid dwelling on the negative things in life and move forward with a positive mindset. This is especially applicable during times where you think the questions being asked during your discussion are too much to handle or when you receive harsh criticism. Whenever you are faced with challenges, take a deep breath, and remember to:

· Ask about what you can improve on moving forward

Whenever you receive feedback that is not favourable, it is always best to ask about what you can improve on moving forward. Doing so will enable you to figure out what you are expected to do and will also help you deliver better results.

· Look for another solution

Receiving unfavourable feedback may be a sign that you might need to look for another solution. Whenever this is the case, be sure to look into all possible solutions to help you overcome your problems and succeed in what you are doing.

· Consider your stakeholders’ opinions

Your stakeholders may provide suggestions or opinions about your current solution during your presentation. Always ensure to consider what your stakeholders are saying so you can incorporate their advice into your solution. Remember that every piece of information you learn while overcoming challenges will only help you succeed later on in life. It also will help you gain insights on what you can do if you ever encounter the same challenge in the future.

Keep in mind to classify whatever is being said to you as feedback or as a means to improve on your work. Because feedback can be either positive or negative, it is important to separate what is being said from how it is being said. People may sometimes fail to notice how they are conveying their message.

Always take the time to understand what they are saying and do not take their feedback too personally. Remember that what they are saying can help you in the long run.

3.3
EVALUATE CRITICAL THINKING PROCESSES WITH TEAM MEMBERS AND USING FEEDBACK RECEIVED

The aftermath of seeking feedback from relevant stakeholders can leave you confused and disheartened. However, you must always remember that you are trying to implement a solution that will benefit everyone in your team. Because of this, remember to use the feedback you obtained to improve your work even more.

3.3.1 EVALUATING THE USE OF CRITICAL THINKING PROCESSES

After obtaining feedback from relevant stakeholders, you must then discuss your findings with your team. Here, you can evaluate how well you applied the critical thinking processes in your solution based on the feedback you received. It is important to do so because it helps you determine whether you are on the right track and that what you developed can be used in your workplace.

When evaluating how critical thinking processes were used in developing your solutions, ensure to:

Recall critical thinking processes used and their application.

After you identify the processes you used, you can then recall how you used them. For example, you may have used them to develop questions that can identify issues and challenges in your workplace. You may have also used them while generating and evaluating your solutions. Remembering which processes you used and how you used them can help you better understand the feedback you received.

Discuss feedback received

This is the most important step in evaluating how you used critical thinking processes in developing your solution. Here, you can discuss the critiques and questions that your stakeholders provided while you were presenting your solution. Your team can discuss what you did well, what went wrong, and what needs to be improved. It is important to discuss these things because they will help you identify successes and motivate the team to do better.

The team can also discuss how effective the critical thinking processes used were in developing solutions. You can base your discussion on the feedback the team received, especially if there were questions about how you used critical thinking processes. Ensure to list down everything during your team’s discussion to help you remember what to improve, retain, or remove in your solution.

Determine how to improve the application of critical thinking process

After you reviewed the critical thinking processes used and discussed the feedback received, you can then begin determining how you can improve. The previous steps required you to identify where you went wrong, what you did right, and what you can fix. To improve, follow the advice and feedback of your stakeholders. Following your stakeholder’s feedback will help you get better critique the next time you are evaluated. Take the time to analyse everything said before thinking of what you want to improve.

After you think of what you want to improve, brainstorm ideas that may help you make a positive change. You can list ideas down and compare them with the feedback you received. You can also list your goals and objectives and compare them with your current process. Doing so will help you see where you may have side-tracked from what you originally wanted to achieve with your process. Lastly, you can use more critical thinking processes to improve your process, or you can also try to emphasise the processes you previously used.

3.4
IDENTIFY CRITICAL THINKING LEARNINGS TO APPLY TO INDIVIDUAL AND TEAM SITUATIONS

After you have discussed the feedback you received and how you can improve, you can then reflect on what you learned through the whole process. Reflecting on what you learned will then involve remembering the feedback that was given to you. It also involves connecting this feedback to the decisions you are going to make and the realisations you have made.

Everybody learns something new every day, whether intentionally or unintentionally. When you receive feedback, you learn something new despite being familiar with your process. Whatever questions you were able to answer or feedback you were able to address can all be considered as critical thinking learnings. Ensure to identify what you learned so you can apply this knowledge in your life.

3.4.1 IDENTIFYING WHAT YOU LEARNED

Identifying your critical thinking learnings involves reflecting on your journey and comparing where you were to where you are now. It also involves differentiating what you learned individually to what you learned as a team or group.

Individual learnings refer to what you were able to learn on your own. This may be personal realisations and understandings of your actions. This may also involve gaining an appreciation of the skills you were able to develop and the new ideas you were able to explore.

Group learnings, on the other hand, refer to what you were able to learn as a collective. It focuses on how the team built a body of new knowledge and skills from the feedback you received. It also focuses on what you gained from your experiences of working together as a group.

To identify new learnings, remember to study the feedback given to you. You should also compare your learnings before and after seeking feedback. To do this, you must:

Fully understand your knowledge of critical thinking processes, what these processes do, and how you were able to apply them
Review the feedback your stakeholders gave you and how you were able to use it to plan on your improvements
Know how to relate the feedback you received to your goals and objectives
Understand what you already know and what you can still work on

Once you have identified your learnings, you can then begin thinking of how you can apply your new knowledge.

3.4.2 APPLYING WHAT YOU LEARNED

Applying your learnings involves stepping out of your comfort zone and pushing yourself to do better. This also involves taking action and thinking outside the box. Because implementation and knowledge go hand-in-hand, always ensure to:

· Focus on implementing one task at a time

Applying everything you learned can get confusing, especially when you have many tasks under your belt. Because of this, it is important to focus on implementing one task at a time. Doing so will not only help you and your team become better at what you are doing but will also enable you to take breathers between tasks.

· Be patient with yourself and your team

You will not always get what you are doing right the first time you do it, so it is always important to be patient with yourself. Being patient with yourself and your team is crucial because it helps you be more understanding of your shortcomings or when you feel like you did not do enough. This is particularly applicable to times when you and your team are catching up on deadlines that can make you feel pressured or frustrated.

· Implement the changes you plan to make and be consistent

This step involves applying your new knowledge to your plans for improvement. When implementing changes, make sure to gain a full understanding of what you are doing and why you are doing it. This will help you remember why you are implementing these changes and why these changes are needed to be made. This is especially applicable for after you obtain your feedback from stakeholders.

· Track your progress

The last thing to remember when applying your learnings is to track your progress. Here, ensure to celebrate your successes and remember everything that you have done so far. This will be important for you and your team since it can serve as a means to monitor your progress and continue learning.

Applying your learnings is not always easy but doing it alongside your team will ease your burden. Always remember that you or your team will not always get whatever you are doing the first time, so it is best to be patient with and kind to yourselves. Whatever experiences you have while applying your learnings will also become new learnings that you could use later on in life.

KEY POINTS: CHAPTER 3

<• Presenting your solution to relevant stakeholders will inform them of the changes that will occur in your workplace • Your stakeholders will better understand your solution if you clearly define what you are dealing with and why you developed a solution for it • Brainstorming ideas will help you see where you may have side-tracked from what you originally wanted to achieve with your process • Answering questions will enable you to share additional information that will help stakeholders understand your solution better • Recalling how critical thinking processes were used in developing solutions requires you to remember the critical processes you used in developing your solution

CHAPTER 3 – ‘TRUE’ OR ‘FALSE’ QUIZ

Tick ‘True’ if the statement is correct, and ‘False’ if not.	True	False
	Once a solution has been chosen, it must immediately be implemented.
	Pausing to understand a question helps you confirm that you understood what was being said to you and it also helps you determine how you can address the question.
	The last step in answering questions properly is taking the time to listen to the question being asked.
	Group learnings focus on how the team built a body of new knowledge and skills from the feedback you received.
	When answering follow-up questions, ensure to maintain your respect for each questioner while keeping your responses brief and concise.
	After obtaining feedback from relevant stakeholders, discuss your findings with your team.
	Giving out too much information can confuse your audience and derail you from answering the question correctly.

Summary

Critical thinking is applicable whenever you are required to solve problems, make decisions, or create and share new concepts and ideas. It helps you think outside the box and look beyond what is expected of you. It also helps you analyse situations, spot issues and problems, and develop solutions to these problems so they could help people in your workplace.

When it comes to the workplace, critical thinking has the potential to impact people in both positive and negative ways. This is because every decision you make in the workplace involves critical thinking. This is particularly applicable when addressing problems whenever they arise. It is also applicable when you are consulting stakeholders or developing questions that may help you determine your problem.

Developing and maintaining a critical thinking mindset is an essential factor for living a successful life. It promotes creativity, curiosity, and independence. It helps you become effective problem-solvers as well. Because of this, learning the essentials of the critical thinking process is important.

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