Steps in Problem Solving
Problems and conflict are synonymous aspects in every organization and play a vital role in improving not only the relationship but also the system. One of the most common mistakes in the process of problem-solving is the tendency to acquire immediate solutions. Many regard it as a problem because it puts the resolution before the process. The process of problem-solving traditionally follows a seven-step procedure including the identification of the issue, understanding interests, listing possible solutions, evaluation of the options, documenting agreements, and lastly, agreeing on the contingencies, monitoring, and evaluation (Hicks, 1999). Problem-solving using the listed steps might not be a linear process as from time to time an individual can be forced to revert to the initial stage or in some instances skip a process.
The first step involves the identification of the issue where the problem solver wants to know the problem clearly. It is, however, important to note that different persons can have different views of the problem at hand. Dr. Krakowski asks Mr. Valencia to assist her in solving the problem that has affected the productivity of the workers in the hospital setting. Mr. Valencia resorts to developing a confidential questionnaire which he uses a tool for identification of the issue. In the questionnaire, the health workers are asked to discuss their three primary conflicts, concerns, or frustrations. They are also asked to state the period the problem has lasted and any other efforts they made towards resolving the matter. This is an example of social problem solving which primarily refers to a problem-solving process that occurs in its natural environment. On a broader perspective, it is defined as "the self-directed cognitive behavioral process by which an individual attempts to identify or discover effective ways of coping with stressful daily problems" (Bell & D’Zurilla, 2009). The process must, however, begin with identifying the issue as demonstrated by Mr. Valencia when he created the questionnaire.
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The second step involves understanding the interest of every single individual involved in the conflict. Although it is a critical step, it frequently misses in conflict resolution procedures. Interests are the particular needs that an individual wishes satisfy with a given solution (Hicks, 1999). It remains important to note that the best solutions are those that meet the interests of every person. From the case study, both the nurses and physicians unanimously reported that their primary source of stress emanated from dealing with matters of mortality. The transplant operations which required excessive expertise did much their level of qualifications thus often leading to their lowered confidence levels when performing the procedures. Therefore, it would be vital to conclude that their primary interest was to have the hospital resolve the issues of mortality by hiring more qualified staff that would perform the delicate procedures and also empower the existing employees. When overseeing a problem-solving session especially in the field of medicine, one must remain alive to the ethical angle that the problems can take. Tsaiet al., (2009) asserted that “Ethical decision making is a complex process composed of many components.” Since the patients and the medical staff are at the center of an ethical issue surrounding the death of patients, all interests must promote the overall good.
The next step involves listing the possible solutions or options. Here, brainstorming is essential with creativity also an important attribute. In the case study presented, the only option that Mr. Valencia settles on involves choosing a program on a given date that would fit in the staff's in-service meeting schedule. Since there is no listing of the possible solutions, it, therefore, means that the evaluation process also misses. The lack of an evaluation process robs the problem-solving process a critical entity that could have given the procedure a whole new twist. First, evaluation ensures that all the options are assessed and critiqued based on their strengths and weaknesses. Furthermore, it provides that the persons in conflict come up with an option or a decision that is universally accepted by all the entities as the most appropriate. Since the evaluation process is non-existent, a selection of the options also misses since there only remains a single option that Mr. Valencia settled on which involved creating a program where all the identified issues will be addressed. During the selection process, the individuals facing a problem can either decide to bundle the solutions or choose a single appropriate one that befits the problem.
The next step required in the process of problem-solving is known as the documentation of the agreements. As a rule of the thumb, it is advisable not to rely on memory while traversing this stage. Writing the agreements down will assist the individuals to go through all the implications and details of the agreement (Hicks, 1999). However, in the case study, the process does not arrive at the documentation of the agreements. Nevertheless, there is a hint that the program selected will coincide with the meetings held by the staff members. As such, this warrants the assumptions that minutes will be taken as a form of documenting the agreements. Lastly, the final process involves agreeing on the contingencies, monitoring, and evaluation. Also, just like the other stages, this step remains non-existent. However, this notwithstanding, it remains important to note that with the likelihood of conditions changing during problem-solving, contingency agreements regarding foreseeable future circumstances should be made. Also important is to create a system of monitoring compliance and a system of evaluating agreements and their implementation.
Evaluation
Using the traditional seven-stepped process as the model for problem-solving, it remains important to note that the case study described only meets the first two steps identifying the issues and understanding the interest of every health officer who had reported a lowered productivity in their workstations. Therefore, from this model's point of view, this is an ineffective method of problem-solving because it lacks several steps and sub-steps that could have contributed to a positive outcome. Problem-solving should be a slow process that takes into consideration some of the vital steps that have a bearing on the outcome. Of importance to note is that problem solving is an opportunity for the victims to engage in a self-appraisal process. "Theoretical models of self-appraised problem-solving ability stipulate that individuals differ in the ways in which they process information about the self and the environment and how they cope with problems encountered in everyday life" (Elliott et al., 1994). It is only when a problem solving is regarded as a self-appraisal model that valuable outcomes can be drawn out of it. It begins with the identification of the issue where Mr. Valencia used a confidential questionnaire sent privately to the medical officers as a way of enhancing self-appraisal.
The problem-solving process can be used in a wide array of settings including between two people, large group, or a single individual faced with a difficult decision.it remains critical to note that problem solving is a process of finding solutions to a social problem that occurs in its natural environment as postulated by the social problem-solving theory. "The more difficult and important the problem, the more helpful and necessary it is to use a disciplined process" (Hicks, 1999). Although the case study presents a serious problem involving the death of the patients, increased stress levels of the medical officers, and a lowered productivity, it fails to adhere to the basic tenets of the problem-solving procedure. After the identification of the issue, it follows through identifying the common interests where Mr. Valencia seeks to find out what the group interests are in relation to the issues at hand. From this point, the mediator picks a single course of action without necessarily assessing a pool of options thus limiting their chances of coming up with the best course of action in resolving the problem. Therefore, several measures should be taken in a bid to ensure that the issue in the case study is amicably resolved.
After understanding everyone's interest, it is imperative for Mr. Valencia to list several options other than the listed program as a solution to the ongoing menace in the hospital. Options can include a wide range of factors ranging from recruiting experts in the field of surgery and staff motivation. The options should then be evaluated by assessing the pros and cons. Evaluation should also include checking the feasibility and finding out the course of action that will have a balance between ethics and the well-being of the patients, the staff members, and the hospital in its entirety. After evaluating the options, the best one will be selected and put into actions. If for instance, the mediator decides to choose the hiring of medical experts in that field, it should be documented and plans created in that direction. In some instances, more than one decision could be picked such as hiring experts and motivating the existing staff members. Lastly, Mr. Valencia should agree on the contingency to cover any changes that might occur in the foreseeable future.
References
Hicks, T. Hicks, T. (April 1999). Seven steps for effective problem solving in the workplace. Mediate.com) https://www.mediate.com/articles/thicks.cfm
Elliott, T. R., Herrick, S. M., MacNair, R. R., & Harkins, S. W. (1994). Personality correlates of self-appraised problem solving ability: Problem orientation and trait affectivity. Journal of Personality Assessment, 63(3), 489-505.
Tsai, T. C., Harasym, P. H., Coderre, S., McLaughlin, K., & Donnon, T. (2009). Assessing ethical problem solving by reasoning rather than decision making. Medical Education, 43(12), 1188-1197.
Bell, A. C., & D’Zurilla, T. J. (2009). The influence of social problem-solving ability on the relationship between daily stress and adjustment. Cognitive Therapy and Research, 33(5), 439-448.
