Theme A Approaches to problem solving
Theme B Working on a real life problem
Theme C Evaluating progress and dealing with operational issues
Theme D Values and ethical issues
Theme E Review of learning
A complex problem is one that involves some or all of the following factors:relatively large numbers of people
- people from different teams, organisations, countries
- a change in attitude
- significant changes in organisational systems and structures
- fuzzy boundaries to the problem
- a large number of decisions
- technical novelty
- large amounts of information
- a turbulent external environment
- unknown or unpredictable factors
Activities 1a and 1b are designed to facilitate thinking about what makes a complex problem complex. You need to demonstrate your understanding by describing the characteristics and complexities of two sets of four examples from your own observations; firstly from a global perspective and secondly from the perspective of your organisation. Look to include citations where possible to ensure academic rigor.
Journal Fisher, A., Greiff, S. and Funke, J. (2012) The process of solving complex problems. The Journal of Problem Solving, 4(1) 19-42
LOG3090M ENM3091M LOG3091M
We start this study of problem solving by thinking about real-life complex problems. Some examples might be hospital waiting lists, changing the culture of an organisation, or moving a manufacturing plant from one country to another.
You should note your ideas on the table below.
|Identified complex problems (brief details)|
|Characteristics of the problems
|Why are these problems considered complex rather than simple?|
What are the current problems in your organisation? Spend a few moments thinking about current problems that have a major impact on your organisation. Identify the problems and think about their characteristics. Why do you think they are complex rather than simple problems?