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LDR-203S Collaborative Problem-Solving Exam Rated A+
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LDR-203S Collaborative Problem-Solving Exam Rated A+
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LDR-203S Collaborative Problem-Solving Exam Rated A+
3Ms and a P - ANSWER-Materials
Methods
Machines
People
4 common steps in effective problem solving - ANSWER--Define the problem; create a
problem statement
-Generate alternative solutions; come up with possible ways to solve a problem
-Select an effective solution; pick a solution that will solve the problem effectively
-Implement solution and monitor; apply the solution selected and watch to see if it
solves the problem
4Ps - ANSWER-Policies
Procedures
People
Plant
4Ss - ANSWER-Surroundings
Suppliers
Systems
Skills
adaptive thinking - ANSWER-Adaptive thinking refers to the cognitive behavior one
demonstrates when confronted by unanticipated circumstances during the execution of
a planned activity (e.g. military operations, emergencies). Developing adaptive thinking
does not occur in controlled, predictable, or calm reflective environments. Rather, it
occurs in complex, challenging, and often stressful situations and requires deliberate
practice and repetition. Deliberate practice differs from simply exercising a skill or ability
since it involves the following:
Repetition
focused feedback
immediacy
focus on weaknesses
analytical thinking - ANSWER-When you think analytically, you are examining and
thinking comprehensively about the different parts or details of something, in order to
understand or explain it. However, you must realize that analytical thought is not simply
,left brain, logical activity. It's a whole-brain, purposeful, and necessary approach for
developing ideas. For instance, when analyzing a concept, object, or problem, you may
be required to consider the following:
analytical thinking2 - ANSWER-Cause and Effect
Complexity
Similarities and Differences
Possible Solutions and Alternatives
Associations and Disconnections
Steps within a Process
Relationships Between All Parts
Trends
Sequence of Events
Examples
5 W's:
Who, What, When, Where, Why
Analytical thinking is time consuming and requires attention to detail. During times of
quick reaction or with time sensitive issues, it is not recommended to use analytical
thinking to solve a problem. As an NCO and leader, it is essential to know when to
consider taking your time to solve the problem or when to make the call when an issue
is time sensitive.
Aspiration Point - ANSWER-Best outcome negotiator hopes to receive.
Bargaining Range - ANSWER-The range between one party's aspiration point and
reservation point.
Best Alternative to a Negotiated Agreement (BATNA) - ANSWER-should negotiations
fail, an option you can and are willing and able to execute without the opposite
negotiator's participation or permission.
biases - ANSWER-A bias is a tendency, inclination, or prejudice toward or against
something or someone. Some biases are positive and helpful — like choosing to only
eat foods that are considered healthy or staying away from someone who has
knowingly caused harm.
How can biases impact the problem solving process? If you have a bias towards
something, it could impact the solution you select. For example, if you have a bias
towards your Airmen you would select a solution that would benefit them, even if that
solution isn't the best one.
brainstorming - ANSWER-Brainstorming is a technique designed to stimulate a chain
reaction of ideas relating to a problem. Brainstorming can assist you and others in
building a variety of ideas in a short time about a specific problem or topic. To gain the
most from a brainstorming session, use the following rules and techniques:
, brainstorming session rules - ANSWER-Withhold Judgment - The first and foremost rule
is to withhold judgment of any sort. Initiate no evaluation, criticism, or judgment about
any idea until the brainstorming session is complete.
Encourage Freewheeling - The second rule of brainstorming is to encourage the
freewheeling of ideas. This enables all individuals to make a contribution. Once ideas
begin flowing, the leader allows the group to continue deliberating with little or no
guidance. Remember, you aren't judging ideas at this phase of the brainstorming
session.
Aim for Quantity, Not Quality - Once ideas are flowing, write down the input of each
participant and aim for quantity, not quality. Some ideas might appear silly; however,
thoughtful consideration toward others' ideas will more than likely result in information
that can be applied to current and future situations.
Hitchhike (i.e., piggyback) Ideas - The last rule in brainstorming allows an idea to
piggyback or hitchhike on another idea. In a brainstorming session, one member of the
group suggests an idea. This idea triggers a thought in the mind of another and the
process continues until you have a series of ideas prompted by one original thought or
idea.
Brainstorming Session Techniques - ANSWER-Structured Approach - This approach
means soliciting one idea at a time from each person on the team. Participants in the
brainstorming session should refrain from commenting until the person facilitating the
forum extends the opportunity. If the participants don't have a comment to share, they
should say, "Pass." The session ends when everyone says, "Pass."
Unstructured Approach (i.e., also called free-form brainstorming) - The unstructured
approach allows team members to call out ideas as they come to mind. No one takes
turns and the session ends when the team feels it has exhausted all ideas.
Silent Approach - The silent approach is used when you want team members to write
ideas on small slips of paper. Then, you collect the papers and jot down the ideas for all
to see. One big advantage of a silent approach is it makes sure everybody is given the
opportunity to have their thoughts and ideas thoroughly considered by the group. This
avoids the loudest or most extroverted people unintentionally dominating the sessions.
categories of negotiation - ANSWER-Distributive and Integrative
chaotic domain - ANSWER-domain of novel practices
In the chaotic domain, searching for right answers would be pointless: The relationships
between cause and effect are impossible to determine because they shift constantly
and no manageable patterns exist — only turbulence. This is the domain of
"unknowables".
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