competencies to study 3.pdf

NUMBER COMPETENCY RANGE OF KNOWLEDGE 1.0 Problem-Solving Skills 24 1.1 Problem-Solving Skills 1.1.1 Define problem-solving skills One’s ability to effectively...

NUMBER COMPETENCY RANGE OF KNOWLEDGE 1.0 Problem-Solving Skills 24 1.1 Problem-Solving Skills 1.1.1 Define problem-solving skills One’s ability to effectively Identify and define an issue or problem Determine possible solutions Weigh and evaluate the outcomes of potential solutions Then, take the best appropriate course of action and apply a solution that involves the issue or problem 1.1.2 Describe decision-making skills Deciding what course of action to pursue based on the issue and the degree of risk involved Requires clarity in judgement and firmness of decision 1.1.3 List the questions/considerations that should be part of What is the purpose of this decision your decision-making skills What do I want to get out of the decision How much time do I have to make the decision How important is the decision Who needs to be a part of the decision-making process 1.1.4 Describe analytical skills The ability to synthesize information and data. 1.1.5 Explain how to enhance your analytical skills Being observant Learn how things work Seeking mental stimulation Applying reasoning-focus on steps that reduce and get you closer to your goal 1.1.6 Describe critical thinking skills The ability to think independently and reflectively in order to make thoughtful analysis and evaluation 1.1.7 Explain how to enhance your critical thinking skills Using a variety of questions to clarify the information Questioning the source-focus on using data and evidence Challenging yourself by identifying weaknesses in your though process 1.1.8 Describe creative thinking skills The ability to think “outside the box” and see things from a fresh or less obvious perspective 1.1.9 Explain how to enhance your creative thinking skills Finding new and innovative solutions to problems Challenging your perspective Seeking out opportunities to practice by putting yourself in new situations that encourage different points of view Observing how others approach problem-solving, then practicing different approaches 1.1.10 Describe communication skills as it relates to problem- Must be able to articulate the issue or problem in a way that makes sense to solving your audience. Also understand which communication channels are the most appropriate when seeking assistance, sharing information, or implementing a solution 1.1.11 Explain how to enhance your communication skills Focusing on the issue, not a person’s behavior during problem-solving Seeking clarity about the issue/problem Staying in the present and avoiding biases or influences from the past that may negatively affect problem-solving Looking for areas of agreement Showing respect for other’s problem-solving approach or need for shared information 1.1.12 Explain the concept of a whole-brain approach to Various approaches: everyone is capable of using all 4; naturally gravitate to 1 or 2 problem-solving Analytical – logical, factual, linear thinking Intuitive-creative, innovative, holistic, visionary Systematic-organized, sequential, planner Experimental-interpersonal, teamwork, intuition 1.1.13 Explain the difference between using an approach, Approach: overall perspective, theory, or steps towards achieving an outcome method, and technique when problem-solving or goal Technique: the precise tool or step-by-step measure for reaching your goal Method: an application of a type of approach; a system of rules and instructions or a set plan of orderly procedures 1.2 Obstacles in Problem-Solving 1.2.1 Define obstacle as it relates to problem-solving Anything that prevents you from finding an effective solution to a problem 1.2.2 Explain internal obstacles Created from your mood, perspective, assumptions, and/or interactions with people: perceptual, emotional, intellectual 1.2.3 Explain external obstacles Created based on the people who influence you or by your own physical environment: expressive, environmental, cultural 1.2.4 Explain how to overcome obstacles in problem-solving Increasing your awareness of them, learning to work around them, adopting new habits which force you to change your perspective, and using different approaches to improve your problem-solving 1.3 Improving Problem-Solving Skills 1.3.1 List strategies for improving problem-solving skills Identify cognitive biases Show empathy Expand your knowledge and expertise Use a distractor break Use a structured approach, technique or method 1.3.2 Define cognitive bias Errors in a person’s thinking that prevent them from making sound decisions and judgments 1.3.3 Identify how cognitive bias may affect problem-solving Can hinder you from successfully selecting the appropriate problem-solving strategy and hinder your decision-making 1.3.4 Explain empathetic problem-solving Letting the other person know you understand their perspective or environment 1.3.5 Describe psychological needs The basic human needs relating to one’s need for autonomy, competence, and relatedness 1.3.6 Explain how to enhance your knowledge and expertise Participating in professional development certification courses, training, events, and webinars Joining industry groups-networking and collaborating with others Initiating self-development and taking time to tinker/experiment, research, and learn Building knowledge-sharing into your environment to make it easier, more efficient, and more effective to problem-solve 1.3.7 Describe distractor break Creates a quiet mind that allows the weak connections of non-conscious processing to rise to awareness 2.0 Troubleshooting 24 2.1 Troubleshooting Skills 2.1.1 Define troubleshooting A systematic approach to problem-solving that is used to identify failures, points of failures, or malfunctions in a system or process to effectively fix the issue and restore service 2.1.2 Explain what it means to have a can-do attitude when You possess and demonstrate a true willingness to be of service to others troubleshooting Display confidence and positive growth mindset where you are willing to take on new problems and tasks 2.1.3 Explain what it means to humanize the interaction when Putting yourself in the other person’s shoes troubleshooting Be authentic during your interaction and don’t adhere to a robotic troubleshooting script Demonstrate empathy and respond to your stakeholder like a real person Address the psychological needs of the other person and any frustration and emotional aftermath that may come along with the unmet psychological needs 2.1.4 Describe effective active listening give your full attention to listening to your stakeholder 2.1.5 Define acknowledging giving verbal and non-verbal cues to communicate that you are really listening and what they are saying is important to you 2.1.6 Describe paraphrasing Restating back to the other person what they said to check for clarity 2.1.7 Explain how using paraphrasing helps you to Excellent way to build trust and rapport with the customer, as well as gain a deeper troubleshoot better understanding of the issue before troubleshooting 2.2 Steps for Effective Troubleshooting 2.2.1 Define incident An unplanned interruption to a service, or a reduction in the quality of service 2.2.2 List the five steps for effective troubleshooting 1. Identify the issue and gather information 2. Investigate and diagnose the issue 3. Test potential solutions 4. Take action-implement, verify, and restore service 5. Document and follow-up 2.2.3 Explain the importance of using a logical, systematic Provides you with a starting point and a sequence to follow process for troubleshooting 2.2.4 Describe the activities involved in step 1 Ensure the issue is correctly categorized by impact and urgency level Ask the stakeholder detailed questions about when the symptoms first occurred and if they know why they occurred Have the stakeholder re-create the issue for you, if possible Determine what, if anything, has changed, which may have caused the issue Capture the stakeholder’s context and the environment in which the issue exists, is critical in finding the solution Ensure you are logging information and documenting the ticket or case record as you gather basic information and throughout the entire problem- solving process 2.2.5 Identify key questions to ask when gathering information How is this issue impacting your business What is the urgency of your issue Is this stopping you from completing work 2.2.6 Describe the activities involved in step 2 Paraphrase your understanding of the issue back to the stakeholder to clarify and eliminate any confusion Brainstorm and create a list of potential solutions Use your technical skills and expertise to prioritize the potential solutions from most to least likely Search the knowledge base initially and perform additional searches as more information is collected – as more context is understood, perform different searches Use effective questioning skills which will lead you to a clear troubleshooting pathway 2.2.7 Describe the activities involved in step 3 Work off your prioritized list of possible solutions from most likely to least likely Search for a match or a workaround to quickly resolve the issue and restore service 2.2.8 Identify what to do if your solution is confirmed Move on the the next step 2.2.9 Identify what to do if your solution is NOT confirmed Go back to step two or step one, and work through your troubleshooting steps until you find a solution that works 2.2.10 Explain how to use UFFA – use it, fix it, flag it, add it USE IT: If you find a knowledge article in the knowledge base that addresses the issue FIX IT: if you can identify a way to improve the quality of the knowledge; update the knowledge article ADD IT: if you did not find a solution/knowledge article to resolve the issue 2.2.11 Describe the activities involved in step 4 Implement the solution, then verify and confirm that your troubleshooting steps are complete, the service has been restored, and the stakeholder is satisfied 2.2.12 Describe the activities involved in step 5 Ensure the incident is categorized correctly Document your findings, actions, and outcomes Includes commonly acceptable terms Detail your troubleshooting steps in the incident record Issue is resolved and stakeholder is satisfied – mark the issue as resolved or closed 2.2.13 Explain the importance of documentation The service and support team can restore service more quickly for known issues and can improve the productivity of the service and support center, and its stakeholders 2.2.14 Explain challenges that some service and support Multiple queues: the ticket may sit for some time before anyone is actively organizations face when troubleshooting incidents troubleshooting and working a resolution Bouncing around: tickets or incident records get escalated and lack pertinent information necessary to begin troubleshooting Backlogged workload: smaller service and support teams may be stretched very thin and their workload and queues get backed up Lack of knowledge sharing: a tiered service and support model sometimes lacks collaboration and knowledge sharing about the real service and support issues experienced between support teams and tiers of support 2.3 Swarming 2.3.1 Define swarming Collaborative support; differing perspectives are shared and teams are encouraged to work cross-functionally and cross-departmentally; combines diverse expertise and creates a more trusting and collaborative environment 2.3.2 Explain how to swarm when troubleshooting A: the team isolates the cause of the issue and they then escalate if the expertise needed isn’t in the team B: team is responsible for the solution, so while they may add expertise and collaborative, they also resolve most issues vs. escalate them 2.3.3 Explain when to swarm when troubleshooting Used only when needed and requires effective collaboration 3.0 Structured Problem-Solving Approach 29 3.1 Structured Problem-Solving 3.1.1 Define problem An issue that has occurred because of an unknown cause of one or more incidents, or the issue is systematic 3.1.2 Define structured problem-solving approach A systematic way to advance from the identification of a problem to a solution 3.1.3 Describe why using a structured problem-solving To distinguish between the real problem and the perceived problem approach is important To focus on the actual problem rather than focusing on the symptoms To improve the results of problem-solving activities within the organization 3.1.4 List benefits of using a structured problem-solving Reduce customer downtime, rework, and the cost associated with incorrectly approach identified problems and solution Increase the consistency and accuracy or problem-solving Solve complex problems effectively Eliminate repetitive incidents Develop and improve skills in problem-solving by selecting the right methods and techniques based on the specific problem Improve overall customer experience and satisfaction 3.1.5 Explain the difference between reactive and proactive Reactive: an underlying event causes a disruption that is identified and you problem-solving respond Proactive: a problem is identified by looking at the history of events, trends in incidents and problems, configuration data, and other data sources 3.1.6 Identify and explain the four phases of a structured Problem identification: the goal is to identify the correct problem and to problem-solving approach validate that the correct problem has been identified through data analysis and investigation Solution identification: the goal is to identify the most cost effective solution for the identified problem; before implementation, it should be validated as the most optimal approach to solving the problem Solution implementation: the goal is to develop a plan of action to ensure that the solution is implemented properly and that the desired end result is achieved Evaluation: the goal is to measure the solution’s success and confirm that resolution has taken place; evaluate the success of the problem-solving approach and develop strategies on how to prevent significant problems from repeating 3.1.7 Identify and explain common pitfalls to avoid when using Taking too long a structured problem-solving approach (pgs. 3-28,29) Arriving at the wrong conclusion Choosing incorrect solutions Costing too much Approaching with a wrong frame of mind Not soliciting input from others  Not validating assumptions Not thinking creatively Poorly managing team dynamics Not being accountable Defining the problem too narrowly Fixating on a solution Not documenting or tracking results Missing or inaccurate information 3.2 Phase 1: Problem Identification 3.2.1 Identify the activities in phase 1 Identify and define the problem Gather information Identify possible causes Analyze possible causes Confirm the most probable cause 3.2.2 Define problem statement Provides a common starting point for everyone working on the problem; defines the scope, location, time, impact 3.2.3 Describe the activity of gathering information Use the same questioning techniques covered previously to gather data necessary Gather information by looking at log files, incidents, other problems, configuration data, interviews with customers or staff, observation, metrics and reports, etc Usually the discovery will lead to the point where the problem is fully understood and the possible causes are identified; further discovery becomes repetitive with little additional insight 3.2.4 Describe the activity of identifying possible causes Create a comprehensive list of possible causes to address the problem Brainstorming is a common technique used to find possible causes for a given problem Do not begin to analyze the possible causes; challenge yourself to identify as many potential causes as possible If you lack training and expertise in the area, involve other resources 3.2.5 Explain the most important component of identifying Identify all possible causes, not just the ones that you think are most likely possible causes 3.2.6 Describe the activity of analyze possible causes Use evidence to confirm the cause; do the due diligence prior to narrowing down the options Use thorough analysis and eliminate possible causes by narrowing the list to the most likely 3.2.7 Describe the activity of confirming the most probable Select the most probable cause and confirm the problem cause If the problem is complex, seek the consensus of a broader group to ensure that all the activities completed have produced accurate and agreed upon results 3.3 Phase 2: Solution Identification 3.3.1 Identify the activities in phase 2 Identify possible solutions Gather information Analyze possible solutions Select most probable solution 3.3.2 Describe the activity of identifying possible solutions Do not make assumptions about the solution or focus on the most obvious choice Brainstorm on all the possible solutions to the identified problem; do not attempt to analyze the solutions in this step, but think of many options as you can If necessary, assemble a team to identify possible solutions 3.3.3 Describe the activity of gathering information Gather information and investigate all possible solutions If necessary conduct a cost/benefit analysis where the cost of each solution is weighed against the benefits 3.3.4 Describe the activity of analyzing possible solutions Analyze each potential solution to identify the most appropriate Consider the risks involved for each possible solution using supporting evidence o What is the risk of a potential solution o What is the risk of not taking a specific course of action 3.3.5 Describe the activity of selecting the most probable Select the most cost-effective solution that minimizes risks, solves the problem, and solutions prevents reoccurrences For complex problems, selection may require the involvement of the business or the customer For less complex, select the appropriate solution and begin the solution implementation phase 3.4 Phase 3: Solution Implementation 3.4.1 Identify the activities in phase 3 Plan for implementation Implement the solution 3.4.2 Describe the activity of planning for implementation Develop a plan of action Identify what Key Performance Indicators will determine the success of the solution 3.4.3 Define key performance indicator (KPI) Clearly defined goas and objectives that are well-documented, easily measurable, and are critical to success 3.4.4 Explain what components should be part of the project Less Complex: may be to simply document that a change was made and test that it plan works correctly Major: may require the coordination of multiple resources across functional groups; use project management methods to ensure that the project completes on time, in within budget, and produces the desired result while managing the identified risks 3.4.5 Describe the activity of implementing the solution Implement the solution into the environment Document the results so that you can verify that the solution is working correctly and you have a record of steps performed Identify any variances in the plan; identify a back-up plan 3.5 Phase 4: Evaluation 3.5.1 Identify the activities in phase 4 Measure results Confirm solution Avoid repetition 3.5.2 Describe the activity of measuring results Measure the KPIs to determine if the desired end state has been achieved and if the environment has returned to normal operation If normal operations have not been achieved: a cross-functional team should be assembled to evaluate if any corrective actions are needed If a new solution is identified: the structured problem-solving approach should still be used to verify the solution, gather data, plan the implementation, etc. 3.5.3 Define Key Performance Indicators (KPIs) Clearly defined goas and objectives that are well-documented, easily measurable, and are critical to success 3.5.4 Describe the activity of confirming a solution Confirm with the business or customer that the solution is working as expected by identifying any stakeholders you need to communicate to and select the appropriate method of communication; if the solution is effective, the problem can them be officially closed 3.5.5 Describe the activity of avoiding repeat Manage expectations with the business and customers who likely lost confidence in the service provider as a result of the problem that occurred Take actions to ensure that the problem does not reoccur: improvements to the infrastructure, processes, skills of staff members, and availability of resources or tools 4.0 Problem-Solving Techniques 48 4.1 Problem-Solving Techniques 4.1.1 Define problem-solving techniques Structured techniques that should be used to perform root cause analysis. Tools to identify potential causes, and the process of elimination, identify the root cause 4.1.2 Explain when to use problem-solving techniques When gathering data, investigating, or analyzing information 4.2 Questioning Skills 4.2.1 Explain the difference between the following types of Open: elicit a more elaborate response and are used to gather detailed questions: open, closed, probing, funnel, leading, recall information Closed: elicit a yes, no, or short answer and are used to hone in on specific information you need Probing: clarifying in nature and used to uncover additional information Funnel: used to drill down to a solution as you investigate and formulate a potential diagnosis Leading: designed to lead the respondent towards a certain desired path or outcome Recall: designed to get the responder to think about something that happened in the past 4.2.2 Explain the value of effective and powerful questioning Identify the issue and grasp a greater depth of understanding skills Determine what solution is being sought by the stakeholder Make an authentic connection with the stakeholder, assess their competency level, and get their cooperation Confirm or reassign the priority of the issue Isolate the issue and obtain specific information, eliminating variables Identify potential diagnosis and evaluate options Focus the stakeholder should they become distracted Lead the stakeholder to quicker resolution/restoration of service Save time by troubleshooting the real issue Escalate the issue to the right resource sooner 4.2.3 Describe the Five W’s and H structured questioning Who: identifies the stakeholders involved technique What: identifies the functions, inputs or outputs When: identifies the timeframe Where: identifies the logistics Why: identifies the drivers or constraints How: identifies the process 4.2.4 List questions for the WHO Who is affected by the issue Who is involved in the resolution Who benefits from a solution Who can help Who else is experiencing the issue or being impacted Who is responsible for the asset in their department 4.2.5 List questions for the WHAT What do we need to know about the issue  What happened before the issue occurred What do we want to achieve by solving the issue What would happen if we could not find a solution What do I need to know to solve the issue Want resources do I need to resolve it What infrastructure is impacted What steps led to the issue What symptoms did the stakeholder experience What processes or procedures are involved What are the risks What impact does this have What has changed since the issue occurred What type of technology/software is it What is the specific error message 4.2.6 List questions for WHEN When does the issue first occur When does the issue not occur When did the issue begin When must the issue be resolved When has this happened before When was the last time it was working correctly 4.2.7 List questions for WHERE Where is the issue occurring Where is the issue not occurring Where does the issue impact Where does the issue not impact 4.2.8 List questions for WHY Why did the failure occur Why do we need a resolution Why did the issue arise in the first place Why did we not detect the issue sooner Why does the issue keep reoccurring 4.2.9 List questions for HOW How is the issue different How can I find out additional information about the issue How is the gathered information relevant How can I get the right subject matter experts involved How can we fix the issue 4.2.10 Explain when best to use the Five W’s and H structured Looking at an issue or problem from a broad perspective to ensure that you do not questioning technique focus too quickly on a specific solution 4.3 Root Cause Analysis (RCA) 4.3.1 Define root cause analysis (RCA) Common technique that helps identify “root cause” and why a problem occurred in the first place 4.3.2 Define root cause The actual cause of a specific problem or set of problems (not the symptoms), is identified 4.3.3 Describe the goal of RCA Determine: What happened (the effect) Why did it happen (the cause) What do we do to prevent it from happening again (elimination of the root cause) 4.3.4 Explain the difference between cause and effect Cause: the reason for an action or condition, or the producer of a result or consequence Effect: what happens as a result of the cause 4.3.5 Define causal factor One of multiple events that occurred which contributed to the undesired outcome 4.3.6 Explain the steps of RCA 1. Identify the problem and create a problem identification statement 2. Collect the data 3. Analyze the problem 4. Develop a plan based on the probable cause 5. Implement the plan 6. Observe and evaluate the results of the plan to identify the root cause 7. Document the steps in the resolution 4.4 Brainstorming 4.4.1 Define brainstorming A technique used to gather information and generate ideas using the knowledge and expertise of various participants 4.4.2 Describe the value of brainstorming It involves the necessary stakeholders and it sparks creativity as more ideas and perspectives are shared 4.4.3 Describe potential challenges of brainstorming People tend to provide comments, start discussion, or judge ideas during the free-flow sharing Inhibits some people from participating and can limit the number of results 4.4.4 Explain 8 tips for effective brainstorming 1. Have a strict rotation which includes everyone 2. Allow people to pass and come back later 3. No initial discussion 4. No criticism 5. Defer judgement, analysis, or ranking of ideas 6. Capture everything in a visible format 7. Number the ideas as they emerge 8. Allow free flow mode to occur towards the end 4.4.5 Explain the Nominal Group Technique A structured approach to brainstorming involving problem identification, solution generation, and decision making where each person works independently and anonymously and writes down an idea per one sticky note or index card 4.4.6 Identify when to use the Nominal Group Technique Strong personalities in the group may dominate a general brainstorming session Conflict exists between support teams or groups Individuals prefer to brainstorm in silence which allows them to gather their thoughts better Someone is new to the team and is not as likely to share ideas An issue is controversial, and you want openness and honesty by allowing anonymous submission 4.4.7 Describe the steps involved in conducting a Nominal **see page 4-8 Group Technique brainstorming session 4.4.8 Explain the Crawford Slip Method Ideas are recorded on index cards, slips of paper, or sticky notes in silence; no raking of ideas 4.4.9 Explain when it is best to use brainstorming Generating ideas, encouraging creative thinking, and stimulating out-of-the-box problem-solving 4.5 Five Why 4.5.1 Explain the Five Why technique Allows you to gather specific information as you strip away layers from the problem and tackle the root cause 4.5.2 Identify the key component of using the Five Why Be persistent and continue to ask “why” until you are sure you have found the root technique cause 4.5.3 Explain the steps to conduct a Five Why 1. Invite the participants and select a facilitator to lead the investigation 2. The facilitator will define the problem 3. Identify what evert(s) took place leading to the problem 4. For each event, ask “why? what caused this” 5. Use a template or document to record and organize your investigation 6. Repeat the questions FIVE times or more. Keep asking why until there are no more answers 7. After the cause has been identified, assign actions or tasks with owners and due dates 8. Follow-up and communicate the results to the necessary stakeholders 4.5.4 Explain when it is best to use the Five Why technique You’ve uncovered multiple symptoms, but the problem persists, and you need to dig deeper and identify the root cause 4.6 Ishikawa Diagram/Fishbone Analysis 4.6.1 Explain an Ishikawa fishbone diagram A tool that provides a structured format to effectively organize and analyze date 4.6.2 Describe the benefits of using and Ishikawa diagram Helps to put information into a logical format and eliminate narrow down potential causes to reveal the most likely cause 4.6.3 Explain how to create a fishbone diagram Write the undesired effect or the problem Draw a horizontal line from the fish’s head across the paper to represent the “fish’s spine” At the end of the bones, write the major causal factors that contribute to the effect From each of the bones, record potential causes For each cause, ask “why, what cased this?” identify the most significant issues of the problem and begin collecting data to determine whether the casual factor directly contributed to the problem 4.6.4 Explain when it is best to use an Ishikawa fishbone To organize and analyze each and every causal factor of a problem and its effect in diagram order to determine the true root cause 4.7 Affinity Diagram 4.7.1 Explain affinity diagram A technique used to organize large amounts of information and data output resulting from a brainstorming session; organize and consolidate information into groups based on natural relationships 4.7.2 Describe the benefits of using an affinity diagram Helps a group develop its own system of thought about a complex issue or problem and build consensus among the members 4.7.3 Explain the steps for building an affinity diagram 1. State the issue or problem 2. Record each idea separately 3. Identify relationships 4. Discuss ideas 5. Identify inputs for further analysis 4.7.4 Explain when it is best to use the affinity diagram Answer YES to all of the following: Is the issue or problem complex and hard to understand Is the problem uncertain, disorganized, or overwhelming Does the issue or problem require the involvement and support of a group 4.8 Pareto Analysis 4.8.1 Explain Pareto Analysis A technique that prioritizes problem-solving efforts on the most important problems, the “vital few” based on frequency of occurrence; also know as the 80/20 rule: 80% of the problems come from 20% of the causes 4.8.2 Identify the key component of using the Pareto Analysis First identifying the top issues or problems with the highest frequency 4.8.3 Explain the steps to conduct a Pareto Analysis 1. Identify and list all problems 2. Create a table listing causes of failures by count, arranging the rows in descending order of highest to lowest frequency  3. Add up the number of causes listed in the column to obtain a cumulative total 4. Calculate the frequency as a percentage of the total cause count 5. Calculate the cumulative percentage 6. Create a bar chart (histogram) of the causes and arrange the bars in order of their percentage of the total count 7. Identify the top causes which have a cumulative total of approximately 80% 8. Focus your efforts and actions on these primary causes 4.8.4 Explain when it is best to use a Pareto Analysis For determining which areas to focus your efforts and resources on in order to achieve maximum efficiency 4.9 Flow Charts 4.9.1 Describe the use of flow charts for problem-solving A technique to visually assess information and data that’s been gathered, by putting events in a sequential order or logical order based on a workflow, process, or timeline of events 4.9.2 List the basic procedure for developing a flow chart 1. Start with the process or trigger event 2. Brainstorm the events that took place 3. Ask questions 4. Construct the flowchart 5. Review and test the flowchart with others involved 4.9.3 Describe the event, condition, and barrier when creating Event: a real time occurrence a flow chart Condition: the “as-found” state, which may be a result of an event Barrier: something that should be in place to prevent outcome 4.9.4 Identify basic and advanced flow chat symbols and what **SEE PAGE 4-23 FOR PICS they mean 4.9.5 Explain when it is best to use a flow chart To illustrate the sequence of events that occurred or operations to be performed to get to the solution of a problem 5.0 Problem-Solving Methods 17 5.1 Problem-Solving Methods 5.1.1 Explain what a problem-solving method is An application of a type of approach-it is a system of rules and instructions or a set plan of orderly procedures to achieve your goal 5.1.2 Explain how to select a problem-solving method To be selected to match the requirements of the task at hand Select the appropriate tool to get the job done correctly Select a course of action to reach a solution 5.2 Appreciative Inquiry 5.2.1 Describe appreciative inquiry A method for analysis, decision-making and creating change within an organization that works from the organization’s strengths 5.2.2 Describe the five D’s of appreciative inquiry 1. Define: clearly define the problem or situation. Start with asking a positive question  2. Discover: gather data and evaluate past events and activities with the goal of identifying what went right 3. Dream: think about “what could be” 4. Design: think about systems, processes, and plans that will bring life to the vision/dream 5. Deliver/Destiny: turn ideas from the design stage into a workable plan and execute 5.2.3 Explain when to use the appreciative inquiry method To go beyond problem-solving in order to generate new growth potential, improvement, or innovation working from and leveraging known core strengths 5.3 Chronological Analysis 5.3.1 Describe chronological analysis A problem-solving method used to investigate the timeline of events or activities begore, during, and after a problem occurs 5.3.2 Explain when to use the chronological analysis method When there are identified dependencies between events 5.4 CATWOE 5.4.1 Describe CATWOE A simple problem-solving checklist to stimulate thinking about a problem to find solutions while evaluating various viewpoints 5.4.2 Describe the six perspectives of CATWOE Customers: customers or stakeholders involved Actors: who is responsible for the work and carrying out the solution Transformation Process: the process and activities that take place World View: the big picture and the different stakeholders Owners: who owns the process and makes decisions about how the solution is completed and implemented Environmental Constraints: aspects of the environment that influence the organization or system 5.4.3 Explain when to use the CATWOE method When identifying the problem, to prompt thinking about what you are really trying 5.5 The Kepner-Tregoe (KT) Method 5.5.1 Describe the Kepner-Tregoe method A problem-solving method that combines brainstorming techniques with a structured and comparative analysis 5.5.2 List the four rational processes of the Kepner-Tregoe 1. Situational Appraisal method 2. Problem Analysis 3. Decision Analysis 4. Potential Problem Analysis 5.5.3 Describe Situation appraisal What happened? Confirms the problem by separating and clarifying concerns 5.5.4 Describe Problem Analysis Why did it happen? Explores the characteristics of the problem and the relationship between the causes 5.5.5 Describe Decision Analysis What course of action should we take? Based on decision-making and rating criteria, make a choice that aligns with operational priorities and select the best fix 5.5.6 Describe Potential Problem Analysis What lies ahead? Anticipate future problems, understand and implement a plan or proactive measures to manage risks and opportunities 5.5.7 Explain when to use the Kepner-Tregoe method When dealing with many potential causes to find the true substance of a situation