CHAPTER 1: PROBLEMS AND PERSONALITY
This chapter provides an overview of my proposed study. It outlines (1.1) the central role of problem solving in program management; (2.2) different types of problem; (2.3) different types of problem solving ability; (2.4) different personality types; (2.5) personality as a predictor of problem solving ability; (2.6) the variables operationalized and analyzed in this study, and (2.7) the research questions. These areas are further explored and developed in Chapter 2.
1.1 Problem Solving in Program Management
Problem solving refers to the ability of an individual to apply knowledge and innovative ideas effectively, in order to identify, analyze, and frame solutions to problematic issues and challenges (Carson, 2007). The central role of problem solving in program management is that it drives an individual’s mental cognition to provide solutions that result in the making of decisions. Problem solving is not an exclusive responsibility of those occupying the executive suite. Many organizations seek to strengthen their position and competitive advantage, by cultivating problem solving skills in their workforce. Every individual in an organization needs to be prepared and equipped to meet the problem solving challenge (Marone, & Blauth, 2004). Nevertheless, the effectiveness of the problem solving abilities of program managers has been relatively underexplored. Relatively limited research has been conducted to help develop managers in project-oriented organizations (Smith, 2007; Bodea & Buchman, 2012). In the following sections, I classify different types of problems and problem solving abilities, and indicate how personality traits and problem solving ability may be related.
1.2 Clas...
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...ially lack precision and clarity into valid and reliably measured quantitative variables that can be statistically analyzed (Creswell, 2009). Constructs are complex psychological concepts (e.g., personality traits) that cannot be measured directly; however, they can be inferred by compositing indicators of their multiple facets, using statistical methods such as factor analysis (Gorsuch, 1983). In consideration to the information provided above, Table 1 summarizes the nine constructs that I will operationalize into quantitative variables in this study, as well as introducing the instruments that I will use to collect the data. Table 2 provides the conceptual definitions of the nine variables. Appendix A to E present copies of the instruments. Chapter 2 and Chapter 3 provide further details about the instrumentation and how the variables are operationalized.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
Construct Validity: Construct validity refer to how well a measure actually measures the construct it is intended to measure. It is related to the measure capturing the major dimension of the concept under study (Polit& Beck, 2010). The more abstract the concept, the more difficult it is to establish construct validity. Known group validation typically involves demonstrating that some scale can differentiate members of one group from another. The procedures in known group technique consist of an instrument being administered to be high and low on the measured concept.
Problem Solving Specifically-problem solving consists of trying to resolve a problem causing stress or setting goals to deal with the
According to the Case Management Society of America, case management is "a collaborative process of assessment, planning, facilitation, care coordination, evaluation, and advocacy for options and services to meet an individual's and family's comprehensive health needs through communication and available resources to promote quality, cost effective outcomes" (Case Management Society of America [CMSA], 2010). As a method, case management has moved to the forefront of social work practice. The social work profession, along with other fields of study, recognizes the difficulty of locating and accessing comprehensive services to meet needs. Therefore, case managers work with these
the relationship between an assessment and the construct (“personal psychological characteristic that cannot be observed directly but which is assumed to exist”) it purports to measure; and the interpretations of the test scores based on the assessment- the so-called validity argument.
...g, and asking good questions. The second category called people and technology systems includes two skills: figuring out how a system should work and how changes in future will affect it, and the second skill being able to measure how well a system is working and how to improve it. The final category of problem solving only includes one skill which is noticing when a problem happens and being able to figure out how to fix it. (mynextmove)
A problem is defined as recurring incidents that are similar in nature, cause harm or have the potential to cause harm, and that the public expects the police to fix. (The International Association of Crime Analysts [IACA]) Problem solving consists of a planning process which involves brainstorming and coming up with alternative ways to correct an undesirable situation. There are many processes, approaches, procedures, methods, tactics, strategies, policies, and technologies involved in problem solving. Problem solving can be used to evaluate crime and other problems, look into what the underlying causes may be, develop and implement solutions to the problems, and analyze the effectiveness of the solutions on the problems. (Ortmeier, P.J. & Meese III, E., 2010) Problem solving is used in many settings, with community oriented problem solving at the forefront. Communities join efforts with the local police agencies and work towards a solution to the problem or problems that their community is facing. (Glensor, & Peak, 1998)
The people that come to college are the ones looking for nonroutine jobs and trying to get rid of their routine jobs. Technology is increasing every single day and it is making routine jobs fade away, and this is creating more opportunities for nonroutine jobs. Nonroutine jobs involve more knowledgeable people or people who have better problem solving skills, they are not easily achievable like routine jobs. This article will cover the skills required to excel in today’s world, and those skills are nonroutine cognitive skills. These skills are classified in four categories, and they are abstract reasoning, systems thinking, collaboration, and experimentation. We will be going over why these skills are needed for new and upcoming jobs, and how
Creative thinking is an established technique for approaching a problem or a challenge in an original and inventive way that helps develop a competitive advantage. Problem solving is a process that helps you analyse the problems and prospects you face and use creative thinking to come up with new, innovative strategies and solutions to overcome them while benefiting the business simultaneously.
Friedman, H. S., & Schustack, M. W. (2012). Personality: Classic theories and modern research (5th ed). Boston , MA, USA: Pearson
Taylor, J. and Ortega, D. The Application of Goldratt's Thinking Processes to problem Solving. Allied Academic international Conference. Las Vegas. 2003
Fifth, developing a structural model is a stage which converts the measurement model into the structural model. There are two ways to draw the structural model, including drawing a full model with all measurement items and parcel items or composite items (Byrne, 2010). This study uses the parcel’s items method to create the structural model. Last but not least, the structural model validity assessment uses the same criteria as the measurement model validity assessment. Further, this assessment will continue with the hypotheses testing and see the regression weight of the construct’s relationships.
According to the study of this course, I have learned many useful management skills and I feel like these skills will be applied to my future career development. When working on the self- assessment tests, I found myself fall into the category of the ISTJ personality types, which as illustrated by Myers Briggs, is the type of personality that is conscientious, considerate, and helpful. Personality traits such as honest, dutiful, practical and responsible are my strengths; personality traits such as stubborn, insensitive and poor communication skill are my weaknesses. Related to the knowledge I have learned in the course I believe both strengths and weakness will have influence to my future career development. In this reflection paper, I will demonstrate the strengths and weaknesses that may place the most influence on my way of success.
Lee and Green stressed that feedback and learning are essential to systems thinking organization. Neumann (2013) replaced the word feedback with the word reflecting, noting leaders must reflect on the interactions of the parts to gain a better understanding of the system. Learning is the other component to a systems thinking organization. Neumann offered the ‘know why thinking’ approach to learning. According to Neumann (2013), to guarantee learning is happening within a systems thinking organization, leaders need to confirm workers understand the ‘why’ they are doing the job they are doing. According to Simington (2015), people desire to know the ‘why’ behind what they are asked to do for the organization. Simington noted that leaders should embrace the questions from the employees because that provides an opportunity for the leader and workers to explore and innovate new ways to improve the organization. One method of improving a company is to change the environment into a team driven organization. Zoltan et al. (2013) noted a team consist of three factors. The first factor is each member has a skill. Next, the members of the team need problem-solving skills, evaluate situations and make competent decisions. The last factor a team need is people with good listening skills, desires feedback, and members trained in conflict resolution. Zoltan et al. stressed leaders must blend the skills in
The increasing complexity of problems has necessitated new approaches to problem solving. As such, industries that have been using traditional problem-solving structures such as those in the engineering, building, and construction have had no choice but to review their working practices. Elliman and Orange (2000, p.345-360) suggested that systems methodology is the viable approach to facilitation of effective changes and improvement of work practices given that soft systems methodology can be used to stimulate debate and factor in the input of future participants. However, Green (1999, p.329-340) argued that the potential of soft systems to succeed depends on how early it is introduced in to the project. Problem solving can be done at individual or as a team. But how can we make teams work best? Such questions have attracted the interest of many scholars in various fields and so much has been invested in studying creativity, innovation, motivation, intelligence, and accelerated learning.