LESSON 4: SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY

CONCEPTUAL BLOCKS

1. CONSTANCY - an individual becomes wedded to one way of looking at a problem or to using one approach to define, describe or solve
   
   
2. COMMITMENT - once individuals become committed to a particular point of view, definition, or solution, it is likely that they will follow through on the commitment
   
   
3. COMPRESSION - individuals look too narrowly at a problem, screen out too much relevant data, and make assumptions that inhibit problem solution
   
   
4. COMPLACENCY - occurs because of fear, ignorance, insecurity, or just plain mental laziness of the individuals

These are the four main conceptual blocks and I will give examples for each block. There are two examples for complacency: vertical thinking and single-thinking language. Vertical thinking is when a problem is defined in a single way and alternative decisions are not considered. Another example is single-thinking language which means that people think of problems in terms of verbal language. Here, words create worlds because it uses words to create language reality. For commitment, stereotyping based on past experiences and ignoring commonalities are examples of this. Stereotyping as we all know influences people to think and define problems based on their past experiences which causes organizational members to stay committed to the organization. Ignoring commonalities on the other hand means that since the person is already committed to a perception, he is unable to connect and identify commonalities. Next, there are two examples for compression: artificial constraints and separating figure from ground. Artificial constraints are what people often set around problems which causes them to impossible solve a problem. These constraints are based on the assumptions people in the organization make. While separating figure from the ground means that the organizational members should separate information that would not help solve the problem so that it would be easier for them to find a solution to it. Lastly, noninquisitiveness and bias against thinking are examples of complacency. Problems are sometimes not solved because the members of the organization lack questioning. They are not willing to ask questions because of fear that they might look ignorant of the problem. Bias against thinking involves cultural bias as well as personal bias. I learned that several conceptual blocks prevent members from solving problems creatively because of the limitations to the alternative solutions.

LESSON 4: SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY

STEPS IN ANALYTICAL PROBLEM SOLVING

STEP 1: DEFINING THE PROBLEM

1. factual information is differentiated from opinion or speculation
2. all individuals involved are tapped as information sources
3. the problem is stated explicitly
4. the problem definition clearly identifies what standard or expectation has been violated
5. "whose problem is this?"
6. the definition is not simply a disguised solution

STEP 2: GENERATING ALTERNATIVES

1. the evaluation of each proposed alternative is postponed
2. alternatives are proposed by all individuals involved in the problem
3. alternative solutions are consistent with organizational goals or policies
4. alternatives take into consideration both short-term and long-term consequences
5. alternatives build on one another
6. alternatives solve the problem that has been defined

STEP 3: EVALUATING ALTERNATIVES

1. alternatives are evaluated relative to an optimal rather than a satisfactory standard
2. evaluation of alternatives occur systematically
3. evaluated in terms of goals of the organizations and individuals involved
4. evaluated in terms of probable effects
5. alternative ultimately selected is stated explicitly

STEP 4: IMPLEMENTING THE SOLUTION

1. occurs at the right time and in the proper sequence
2. occurs using a "small-wins" strategy
3. includes opportunities for feedback
4. participation by individuals affected by the problem solution
5. ongoing monitoring system
6. evaluation of success is based on problem solution not on the side benefits

Problems can't be eliminated in the workplace. To be able to solve the problem, it is best to follow the different steps so that the problem will be solved immediately and efficiently. By defining the problem, the organization will be able to know the real problem but entails a lot of information. In order for the organization to know that it is a real problem, they have to get information about the said problem and start generating alternatives for it. Here, the more alternatives there is, the better. This will give the organization a wider scope on how to solve the problem. "Judgment and evaluation should be postponed so the first acceptable solution suggested is not the one immediately selected." Alternatives should not be evaluated as it is proposed because the first one evaluated is chosen. Evaluating alternatives means weighing out the advantages and disadvantages of each alternative. This takes a lot of time because the people involved will judge each alternative and should be accepted by everyone as the best alternative to solve the problem. The last step is implementing the alternative. This involves following up on the solution to check if it solved the problem.

LESSON 3: DEVELOPING SELF AWARENESS AND MANAGING SELF

Reference: http://www.psychologytoday.com/articles/200509/managing-the-self


Managing the self, in doing so first you look at your appearance and how you are perceived by the people around you. This is also related to self awareness because It does not only mean that you are aware of your attitude but you are also aware of yourself physically. Managing the self is a continuous process that one goes through daily. I feel that it would take more than a day to just understand and analyze how you are perceived by others. But one thing that I understand and believe in is that you cannot please everyone. There would always be this one person that would not approve of you. I think that in managing the self it is also important to consider one’s reaction to critique by others because a remark given would not mean that it is always positive, it is inevitable that in life there would always be negative criticisms. What one can do is to make use of these to help them be better individuals.

LESSON 3: DEVELOPING SELF AWARENESS AND MANAGING SELF

Reference: http://www.pathwaytohappiness.com/self-awareness.htm


From the topic self-awareness what I got from the lecture was that it would be really helpful for one to know or be aware about their self. By knowing their strengths and weaknesses and what skills they have or their edge over others. Especially in finding a job after college it would be good if you know yourself and what you can impart to the company your working for. In knowing the self you will be able to know or understand yourself more. Like in class when we were asked to take the test geared towards the self, I was able to find out and understand more my way of thinking. I was also fascinated that the results of the test were actually right about me. Also, there are some tests that could be taken online that suggest what you can do to improve yourself more especially the attitude and way of thinking. Also it would help to once a week relax and just think of the things that you have done and reflect more on how you can do better or improve.

LESSON 2: ORGANIZATIONAL DIAGNOSIS

OD interventions

In terms of collection, there are various methods of obtaining the data that ODs need to know exactly what change the organization needs. Included in this list are questionnaires, interviews, observations and unobtrusive measures. There are also different methods in analyzing the data collected. Qualitative analysis is one, and quantitative is the other. Both methods can be mixed in one analysis which is actually better in terms of getting better results.

After the data collection, the OD then does his intervention which is a sequence of activities, actions and events intended to help the organization improve their performance and effectiveness. For these interventions to be effective, there are 3 factors that they focus on. The first is the extent to which it fits the needs of the organization. The next is the degree to which it is based on causal knowledge if intended outcomes. And the last, is the extent to which it transfers change-management.

In this part of the lesson, I learned that it is essential for an OD to intervene with the organization so that their problems and setbacks may be solved. For the OD to know what to work on, he/she must first research and study what exactly the organization needs so that he/she may know exactly what to do about the organization. Through different methods, the OD will be able to obtain the information that he/she will need about the organization and it will be easier to come up with an intervention plan.

LESSON 2: ORGANIZATIONAL DIAGNOSIS

The OD process: Focus in Organizational diagnosis

Diagnosis is basically a process of assessing the functioning of the organization to discover the sources of problems and areas for improvement. It is also a process of understanding how the organization is currently functioning and it provides the information necessary to design change interventions.

A diagnosis focuses mainly on external factors potentially affecting an organization such as its financial status and also focuses on results of organizational activities such as the quality and quantity of products and services.

In making the assessment, key areas are the systems and policies of the organization and their organizational procedures. These include things like their reward system, performance system and career system and also their decision making, communications, job design, and bureaucracy.

In this specific part of the lesson, I learned the importance of diagnosing things before anything else. We must always know the strengths and weaknesses as well as the threats and opportunities that an organization might have. Executing change without knowing exactly what needs to be changed would prove to be futile to an organization. Going through change is not a simple thing to do and must be carefully planned and executed in order to achieve the development the organization needs.

LESSON 1: THE NATURE OF PLANNED CHANGE

THE GENERAL MODEL OF PLANNED CHANGE


1. ENTERING AND CONTRACTING

• entering an organization involves gathering initial data to understand the problems facing the organization
• problems and opportunities are discussed with the different members of the organization to develop a contract or agreement
• the contract contains: future change activities, resources that will be committed to the process and how the OD practitioner and members would be involved in the process

2. DIAGNOSING

• focuses on understanding organizational problems (causes and consequences)
• one of the most important activities in organizational development (OD)
• includes choosing: appropriate model for understanding the organization and gathering, analyzing, and feed back information to members of the organization about their problems

3. PLANNING AND IMPLEMENTING CHANGE

• There are four major types of OD interventions:

1. HUMAN PROCESS INTERVENTIONS - individual, group, and total system levels
2. MODIFY ORGANIZATION'S STRUCTURE AND TECHNOLOGY
   
3. HUMAN RESOURCE INTERVENTIONS - seek improvement in member performance and wellness
   
4. STRATEGIC INTERVENTIONS - managing the organization's relationship to the external environment and internal structure

• organizational members and OD practitioners join together in planning and implementing OD interventions

• they will create interventions to achieve the organization's vision and make action plans to implement them

4. EVALUATING AND INSTITUTIONALIZING CHANGE

• involves evaluating the effects of the intervention and managing the institutionalization of successful change programs
• feedback information about the OD interventions would determine if the change should be continued, modified or suspended
• reinforcement through feedback, rewards, and training

I learned that there are 4 steps in the general model of change, namely: entering and contracting, diagnosing, planning and implementing change, and evaluating and institutionalizing change. Each of these steps are essential in the ODI process. The intervention would not be complete without following all the steps and change can't occur if one step is not done. First, entering the organization means gathering sufficient information about the organization and the problem. If data is already gathered, the signing of the contract will take place to make sure that the organization agrees to this change. The second step is diagnosing which is the most vital step because the OD practitioner will evaluate how the organization's system functions. From there, the OD practitioner will be able to create change plans in line with the organization's operation. Implementing the change would entail different types of intervention as mentioned above. The last step in this model is evaluation and institutionalization which involves evaluating the change that occurred and if it showed visible change effects in the organization.

LESSON 1: THE NATURE OF PLANNED CHANGE

THEORIES OF PLANNED CHANGE

Theories or frameworks of planned change focus on activities that must take place inside the organization to have successful organizational change. There are two theories of changing: Lewin's Change Model and the Action Research Model.

LEWIN'S CHANGE MODEL

• Lewin's model is composed of a particular set of behaviors at any moment which results to two group of forces:

1. those striving to maintain the status quo
2. those pushing for change

• There are three steps in the change process:

1. UNFREEZING - reducing forces that maintain the organization's behavior at its present level
   
2. MOVEMENT - shifts the behavior of the organization, department, or individual to a new level
   
3. REFREEZING - stabilizes the organization at a new state of equilibrium

ACTION RESEARCH MODEL The Action Research Model is aimed at helping the organization implement planned change as well as develop more general knowledge which can be applied to other settings.

• There are eight steps in this model:

1. PROBLEM IDENTIFICATION - key executive senses that there are problems that can be solved with the help of an OD practitioner
   
2. CONSULT WITH OD PRACTITIONER - the client and OD practitioner assess the problem together
   
3. GATHERING OF DATA AND INITIAL DIAGNOSIS - gathering appropriate information and analyzing it to determine the underlying causes of the organizational problem
   
4. CLIENT GROUP FEEDBACK - the client and OD practitioner will determine the strengths and weaknesses of the organization with the data gathered
   
5. JOINT PROBLEM DIAGNOSIS - the client and the OD practitioner discusses the feedback and explore if they want to work on the problems
   
6. JOINT PLANNING OF CHANGE ACTIONS - the OD practitioner and the client both agree on further actions to be taken
7. ENGAGEMENT IN CHANGE ACTIONS - actual change from one organizational state to another
   
8. POST ACTION DATA GATHERING AND EVALUATION - data should be gathered after the process to determine the effects to the organization

There are two theories of planned change discussed in class, namely, Lewin's Change Model and The Action Research Model. These models are ways in which an organization will go through to achieve successful organizational change. The two models have different approaches.

First, Lewin's Change Model has three steps: unfreezing, movement, and refreezing. Unfreezing talks about the way things are right now. In other words, it asks the question: "What is working well in the organization?" in terms of procedures and instructions. This is also the stage wherein the organization establishes the need for change inside the organization. Second, movement is the act of cutting or translating the restraining forces (unfreezing) into driving forces (refreezing). This also sets a new behavior through cognitive restructuring, which means changing mindsets of the members of the organization. Lastly, refreezing asks the question: "What is not working well in the organization?" also in terms of procedures and instructions. At this last step, the integration of new behavior into social and organizational relationships occur. I learned that there is a way on how an organization can tweak things to be able to turn the negative forces into positive forces for the organization.

The next model is the Action Research Model. There are 8 steps in this model as shown above. First, the members of the organization should identify the problem inside the organization. After identification, the members of the organization should approach and consult an OD practitioner to be able to know what kind of change they need in the organization. Next, the OD practitioner would gather enough data and information about the problem and its underlying causes. The OD practitioner and the organizational members would then talk about the information gathered and evaluate these. After evaluation, both parties would agree if they would like to continue and solve the problem through OD intervention. If both parties agree, then planning and engaging in the change actions will be the next two steps. After that, feedback and evaluation will be done to check if the change is effective. I learned that it is not easy having ODIs because there are steps involved in the process.