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Women in Engineering Problem Solving & Conflict Resolution_15 july 2016
1. 7TH ANNUAL AFRICAN WOMEN
IN ENGINEERING
CONFERENCE
PROBLEM-SOLVING
CHARLES COTTER
HILTON HOTEL, SANDTON
15 JULY 2016
www.slideshare.net/CharlesCotter
4. INTRODUCTORY ACTIVITY
1. How do you put a giraffe into your refrigerator?
2. How do you put an elephant into your refrigerator?
3. The Lion King is hosting an animal conference. All
the animals attend - except one. Which animal does not
attend?
4. There is a river you must cross but it is used by
crocodiles and you do not have a boat. How do you
manage it?
5. CORRECT ANSWERS
Question 1: Open the refrigerator, put in the giraffe, and close
the door.
This question tests whether you tend to do simple things in an
overly complicated way.
Question 2: Did you say, Open the refrigerator, put in the
elephant, and close the refrigerator? Wrong answer. Correct
answer: Open the refrigerator, take out the giraffe, put in the
elephant and close the door.
This tests your ability to think through the repercussions of
your previous actions.
6. CORRECT ANSWERS
Question 3: The elephant. The elephant is in the refrigerator. You
just put him in there.
This tests your memory.
Okay, even if you did not answer the first three questions
correctly, you still have one more chance to show your true
abilities.
Question 4: You jump into the river and swim across. Have you
not been listening? All the crocodiles are attending the animal
conference.
This tests whether you learn quickly from your mistakes.
7. CONSOLATION PRIZE
According to Anderson
Consulting Worldwide, around
90% of the professionals
tested got all questions
wrong.
8. FUNDAMENTALS OF PROBLEM-
SOLVING
Differentiating between structured and unstructured
problems
Engineering-related examples
What types of problems that keep Engineers awake at night?
What are the constraints to solving engineering problems?
9. CRITICAL SUCCESS FACTORS OF
EFFECTIVE PROBLEM RESOLUTION
The right problem solving strategy
Whole brain thinking – combination of left (rational) + right
brain (creative) thinking
Sufficiency – time, information and resources
Commitment and ownership (to the implementation of the
solution)
10. WHOLE BRAINING
THINKING
Blue – Logical and Rational (upper left hemisphere)
Green – Organized and Planned (lower left hemisphere)
Yellow – Big Picture and Creative (upper right hemisphere)
Red – Interpersonal feelings and Intuitive (lower right
hemisphere)
11. WHOLE BRAIN PROBLEM-SOLVING
PROCESS
Step 1: Problem identification, analysis and definition
Step 2: Search for information and generate alternative solutions
Step 3: Evaluate alternative solutions
Step 4: Select the most appropriate solution
Step 5: Implement the appropriate solution
Step 6: Evaluate the effectiveness of the implemented solution
12. STEP 1: PROBLEM IDENTIFICATION,
ANALYSIS AND DEFINITION
This means the search for facts which leads to the development of
many explanations and symptoms of the problem
Ultimately results in the identification of the root causes i.e.
source/origin of the problem as well as the extent of the problem
A useful technique to use during this step is the fishbone diagram
14. STEP 2: SEARCH FOR INFORMATION &
GENERATE ALTERNATIVE SOLUTIONS
This step entails the gathering of problem-related information
and other variables that may have a bearing on the identified
problem, in order to make an informed decision.
At this step, it is important for team leaders to identify decision
criteria that will assist in the making of an objective decision
The decision maker will have to find alternatives that could resolve
the problem and these alternatives will have to be relevant to the
problem-solving process.
Typically team leaders may use a variety of idea/solution generating
techniques and problem solving methods e.g. Brainstorming.
16. STEP 3: EVALUATE
ALTERNATIVE SOLUTIONS
Team leaders must critically analyze each alternative solution,
appraising each against the criteria identified in step 2.
The comparisons will reveal the relative strengths and
weaknesses of each alternative and it will highlight the best
alternative that can maintain the most significant needs of the
criteria.
A useful technique that team leaders can use during the evaluation
of ideas/solutions is the decision matrix.
18. STEP 4: SELECT THE MOST
APPROPRIATE SOLUTION
Once the team leader has analyzed the alternatives, the next step
is to choose the best alternative.
Making an informed and objective decision.
19. STEP 5: IMPLEMENT THE
APPROPRIATE SOLUTION
The team leader then puts the decision into action using the chosen
alternative accordingly.
Develops an implementation plan – 4 W’s + H.
21. STEP 6: EVALUATE THE
EFFECTIVENESS OF THE
IMPLEMENTED SOLUTION
The team leader monitors and evaluates the outcomes of the
decision, to see if the problem had been resolved.
They determine whether the decision was best, and if not s/he
would need to assess what went wrong.
Taking remedial/corrective action (if required)
22. LEARNING ACTIVITY
Apply the first 4 steps of the Whole Brain, Problem-solving
process to an identified, engineering (unstructured)
problem.
23. 7TH ANNUAL AFRICAN WOMEN
IN ENGINEERING
CONFERENCE
CONFLICT & ANGER MANAGEMENT
CHARLES COTTER
HILTON HOTEL
15 JULY 2016
www.slideshare.net/CharlesCotter
24. THE FUNDAMENTALS OF CONFLICT
MANAGEMENT
Defining conflict
Differentiating between functional and dysfunctional
conflict
Identifying the causes/sources of conflict
Indicators/warning signals of conflict
25. FUNCTIONAL AND
DYSFUNCTIONAL CONFLICT
Functional conflict leads to open discussion, a better
understanding of differences, innovative solutions and greater
commitment.
Functional conflict contributes to the achievement of
organizational goals and enhances relationship-building.
Dysfunctional conflict tends be more focused on emotions than
on the goal/task at hand known as affect conflict/interpersonal
conflict, it is destructive when a solution is not reached, energy is
diverted away from the core problem and morale is negatively
affected.
Dysfunctional conflict is detrimental to relationships within the
team and team performance.
29. ADVANTAGES OF OPTIMAL LEVELS
OF CONFLICT
Co-operation from team members
Improved performance and productivity
Reduced stress and preserved integrity
Solve problems as quickly as possible
Improved relationships and teamwork
Enhanced creativity
Increased staff morale
32. SHARK CHARACTERISTICS
Sharks use a forcing or competing conflict management style
Sharks are highly goal-oriented
Relationships take on a lower priority
Sharks do not hesitate to use aggressive behaviour to resolve conflicts
Sharks can be autocratic, authoritative, and uncooperative; threatening and
intimidating
Sharks have a need to win; therefore others must lose, creating win-lose
situations
Advantage: If the shark's decision is correct, a better decision without
compromise can result
Disadvantage: May breed hostility and resentment toward the person using it
33. TURTLE CHARACTERISTICS
Turtles adopt an avoiding or withdrawing conflict management
style
Turtles would rather hide and ignore conflict than resolve it;
this leads them uncooperative and unassertive
Turtles tend to give up personal goals and display passive
behaviour creating lose-lose situations
Advantage: may help to maintain relationships that would be
hurt by conflict resolution
Disadvantage: Conflicts remain unresolved, overuse of the
style leads to others walking over them
34. FOX CHARACTERISTICS
Foxes use a compromising conflict management style; concern
is for goals and relationships
Foxes are willing to sacrifice some of their goals while
persuading others to give up part of theirs
Compromise is assertive and cooperative-result is either win-
lose or lose-lose
Advantage: relationships are maintained and conflicts are
removed
Disadvantage: compromise may create less than ideal outcome
and game playing can result
35. TEDDY-BEAR CHARACTERISTICS
Teddy bears use a smoothing or accommodating conflict
management style with emphasis on human relationships
Teddy bears ignore their own goals and resolve conflict by
giving into others; unassertive and cooperative creating a win-
lose (bear is loser) situation
Advantage: Accommodating maintains relationships
Disadvantage: Giving in may not be productive, bear may be
taken advantage of
36. OWL CHARACTERISTICS
Owls use a collaborating or problem confronting conflict
management style valuing their goals and relationships
Owls view conflicts as problems to be solved finding
solutions agreeable to all sides (win-win)
Advantage: both sides get what they want and negative
feelings eliminated
Disadvantage: takes a great deal of time and effort
37. THE 4-STEP CONFLICT RESOLUTION
PROCESS – THERAPEUTIC MODEL
Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
Step 3: Apply conflict resolution strategies/techniques (REMEDY)
Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)
38. STEP 1: DIAGNOSIS
Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
The best approach to manage conflict effectively is to be
proactive.
39. STEP 2: EXAMINATION
Develop conflict resolution strategies/techniques:
Shark (Competing)
Turtle (Avoiding)
Fox (Compromising)
Teddy-bear (Accommodating)
Owl (Collaborating)
• There is no one best way to deal with conflict. It is dependent on the current situation as well as
the team members involved in the conflict.
• The golden rule is that managers should take prompt action in resolving conflict.
• By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer”
negatively affecting team performance and relationships.
40. STEP 3: REMEDY
Apply conflict resolution strategies/techniques
The key is to match strategies to situations
Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
41. STEP 4: FOLLOW-UP
Managers will need to confirm whether this technique has
adequately resolved the conflict.
In the event that this dysfunctional conflict persists, managers
may have to resort to alternative (third party) strategies:
Mediation
Counseling
Organizational development (OD) interventions
44. ANGER MANAGEMENT
To effectively defuse anger, keep in mind the needs of the angry
speaker:
To vent.
To get the listener's attention.
To be heard.
To be understood.
45. ANGER MANAGEMENT
When you're listening to an angry person, apply the following
constructive behaviour:
Be attentive and patient.
Be sincere.
Be calm.
46. LEARNING ACTIVITY
Apply the 4-step, Conflict Resolution process to an
identified, conflict situation in the engineering field.