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Team Building Exercises – Problem Solving and Decision Making

Fun ways to turn problems into opportunities.

By the Mind Tools Content Team

problem solving in the workplace worksheet

Whether there's a complex project looming or your team members just want to get better at dealing with day-to-day issues, your people can achieve much more when they solve problems and make decisions together.

By developing their problem-solving skills, you can improve their ability to get to the bottom of complex situations. And by refining their decision-making skills, you can help them work together maturely, use different thinking styles, and commit collectively to decisions.

In this article, we'll look at three team-building exercises that you can use to improve problem solving and decision making in a new or established team.

Exercises to Build Decision-Making and Problem-Solving Skills

Use the following exercises to help your team members solve problems and make decisions together more effectively.

Exercise 1: Lost at Sea*

In this activity, participants must pretend that they've been shipwrecked and are stranded in a lifeboat. Each team has a box of matches, and a number of items that they've salvaged from the sinking ship. Members must agree which items are most important for their survival.

Download and print our team-building exercises worksheet to help you with this exercise.

This activity builds problem-solving skills as team members analyze information, negotiate and cooperate with one another. It also encourages them to listen and to think about the way they make decisions.

What You'll Need

  • Up to five people in each group.
  • A large, private room.
  • A "lost at sea" ranking chart for each team member. This should comprise six columns. The first simply lists each item (see below). The second is empty so that each team member can rank the items. The third is for group rankings. The fourth is for the "correct" rankings, which are revealed at the end of the exercise. And the fifth and sixth are for the team to enter the difference between their individual and correct score, and the team and correct rankings, respectively.
  • The items to be ranked are: a mosquito net, a can of petrol, a water container, a shaving mirror, a sextant, emergency rations, a sea chart, a floating seat or cushion, a rope, some chocolate bars, a waterproof sheet, a fishing rod, shark repellent, a bottle of rum, and a VHF radio. These can be listed in the ranking chart or displayed on a whiteboard, or both.
  • The experience can be made more fun by having some lost-at-sea props in the room.

Flexible, but normally between 25 and 40 minutes.

Instructions

  • Divide participants into their teams, and provide everyone with a ranking sheet.
  • Ask team members to take 10 minutes on their own to rank the items in order of importance. They should do this in the second column of their sheet.
  • Give the teams a further 10 minutes to confer and decide on their group rankings. Once agreed, they should list them in the third column of their sheets.
  • Ask each group to compare their individual rankings with their collective ones, and consider why any scores differ. Did anyone change their mind about their own rankings during the team discussions? How much were people influenced by the group conversation?
  • Now read out the "correct" order, collated by the experts at the US Coast Guard (from most to least important): - Shaving mirror. (One of your most powerful tools, because you can use it to signal your location by reflecting the sun.) - Can of petrol. (Again, potentially vital for signaling as petrol floats on water and can be lit by your matches.) - Water container. (Essential for collecting water to restore your lost fluids.) -Emergency rations. (Valuable for basic food intake.) - Plastic sheet. (Could be used for shelter, or to collect rainwater.) -Chocolate bars. (A handy food supply.) - Fishing rod. (Potentially useful, but there is no guarantee that you're able to catch fish. Could also feasibly double as a tent pole.) - Rope. (Handy for tying equipment together, but not necessarily vital for survival.) - Floating seat or cushion. (Useful as a life preserver.) - Shark repellent. (Potentially important when in the water.) - Bottle of rum. (Could be useful as an antiseptic for treating injuries, but will only dehydrate you if you drink it.) - Radio. (Chances are that you're out of range of any signal, anyway.) - Sea chart. (Worthless without navigational equipment.) - Mosquito net. (Assuming that you've been shipwrecked in the Atlantic, where there are no mosquitoes, this is pretty much useless.) - Sextant. (Impractical without relevant tables or a chronometer.)

Advice for the Facilitator

The ideal scenario is for teams to arrive at a consensus decision where everyone's opinion is heard. However, that doesn't always happen naturally: assertive people tend to get the most attention. Less forthright team members can often feel intimidated and don't always speak up, particularly when their ideas are different from the popular view. Where discussions are one-sided, draw quieter people in so that everyone is involved, but explain why you're doing this, so that people learn from it.

You can use the Stepladder Technique when team discussion is unbalanced. Here, ask each team member to think about the problem individually and, one at a time, introduce new ideas to an appointed group leader – without knowing what ideas have already been discussed. After the first two people present their ideas, they discuss them together. Then the leader adds a third person, who presents his or her ideas before hearing the previous input. This cycle of presentation and discussion continues until the whole team has had a chance to voice their opinions.

After everyone has finished the exercise, invite your teams to evaluate the process to draw out their experiences. For example, ask them what the main differences between individual, team and official rankings were, and why. This will provoke discussion about how teams arrive at decisions, which will make people think about the skills they must use in future team scenarios, such as listening , negotiating and decision-making skills, as well as creativity skills for thinking "outside the box."

A common issue that arises in team decision making is groupthink . This can happen when a group places a desire for mutual harmony above a desire to reach the right decision, which prevents people from fully exploring alternative solutions.

If there are frequent unanimous decisions in any of your exercises, groupthink may be an issue. Suggest that teams investigate new ways to encourage members to discuss their views, or to share them anonymously.

Exercise 2: The Great Egg Drop*

In this classic (though sometimes messy!) game, teams must work together to build a container to protect an egg, which is dropped from a height. Before the egg drop, groups must deliver presentations on their solutions, how they arrived at them, and why they believe they will succeed.

This fun game develops problem-solving and decision-making skills. Team members have to choose the best course of action through negotiation and creative thinking.

  • Ideally at least six people in each team.
  • Raw eggs – one for each group, plus some reserves in case of accidents!
  • Materials for creating the packaging, such as cardboard, tape, elastic bands, plastic bottles, plastic bags, straws, and scissors.
  • Aprons to protect clothes, paper towels for cleaning up, and paper table cloths, if necessary.
  • Somewhere – ideally outside – that you can drop the eggs from. (If there is nowhere appropriate, you could use a step ladder or equivalent.)
  • Around 15 to 30 minutes to create the packages.
  • Approximately 15 minutes to prepare a one-minute presentation.
  • Enough time for the presentations and feedback (this will depend on the number of teams).
  • Time to demonstrate the egg "flight."
  • Put people into teams, and ask each to build a package that can protect an egg dropped from a specified height (say, two-and-a-half meters) with the provided materials.
  • Each team must agree on a nominated speaker, or speakers, for their presentation.
  • Once all teams have presented, they must drop their eggs, assess whether the eggs have survived intact, and discuss what they have learned.

When teams are making their decisions, the more good options they consider, the more effective their final decision is likely to be. Encourage your groups to look at the situation from different angles, so that they make the best decision possible. If people are struggling, get them to brainstorm – this is probably the most popular method of generating ideas within a team.

Ask the teams to explore how they arrived at their decisions, to get them thinking about how to improve this process in the future. You can ask them questions such as:

  • Did the groups take a vote, or were members swayed by one dominant individual?
  • How did the teams decide to divide up responsibilities? Was it based on people's expertise or experience?
  • Did everyone do the job they volunteered for?
  • Was there a person who assumed the role of "leader"?
  • How did team members create and deliver the presentation, and was this an individual or group effort?

Exercise 3: Create Your Own*

In this exercise, teams must create their own, brand new, problem-solving activity.

This game encourages participants to think about the problem-solving process. It builds skills such as creativity, negotiation and decision making, as well as communication and time management. After the activity, teams should be better equipped to work together, and to think on their feet.

  • Ideally four or five people in each team.
  • Paper, pens and flip charts.

Around one hour.

  • As the participants arrive, you announce that, rather than spending an hour on a problem-solving team-building activity, they must design an original one of their own.
  • Divide participants into teams and tell them that they have to create a new problem-solving team-building activity that will work well in their organization. The activity must not be one that they have already participated in or heard of.
  • After an hour, each team must present their new activity to everyone else, and outline its key benefits.

There are four basic steps in problem solving : defining the problem, generating solutions, evaluating and selecting solutions, and implementing solutions. Help your team to think creatively at each stage by getting them to consider a wide range of options. If ideas run dry, introduce an alternative brainstorming technique, such as brainwriting . This allows your people to develop one others' ideas, while everyone has an equal chance to contribute.

After the presentations, encourage teams to discuss the different decision-making processes they followed. You might ask them how they communicated and managed their time . Another question could be about how they kept their discussion focused. And to round up, you might ask them whether they would have changed their approach after hearing the other teams' presentations.

Successful decision making and problem solving are at the heart of all effective teams. While teams are ultimately led by their managers, the most effective ones foster these skills at all levels.

The exercises in this article show how you can encourage teams to develop their creative thinking, leadership , and communication skills , while building group cooperation and consensus.

* Original source unknown. Please let us know if you know the original source.

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Turn your team into skilled problem solvers with these problem-solving strategies

Sarah Laoyan contributor headshot

Picture this, you're handling your daily tasks at work and your boss calls you in and says, "We have a problem." 

Unfortunately, we don't live in a world in which problems are instantly resolved with the snap of our fingers. Knowing how to effectively solve problems is an important professional skill to hone. If you have a problem that needs to be solved, what is the right process to use to ensure you get the most effective solution?

In this article we'll break down the problem-solving process and how you can find the most effective solutions for complex problems.

What is problem solving? 

Problem solving is the process of finding a resolution for a specific issue or conflict. There are many possible solutions for solving a problem, which is why it's important to go through a problem-solving process to find the best solution. You could use a flathead screwdriver to unscrew a Phillips head screw, but there is a better tool for the situation. Utilizing common problem-solving techniques helps you find the best solution to fit the needs of the specific situation, much like using the right tools.

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4 steps to better problem solving

While it might be tempting to dive into a problem head first, take the time to move step by step. Here’s how you can effectively break down the problem-solving process with your team:

1. Identify the problem that needs to be solved

One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like:

Who : Who is involved with this problem? Who caused the problem? Who is most affected by this issue?

What: What is happening? What is the extent of the issue? What does this problem prevent from moving forward?

Where: Where did this problem take place? Does this problem affect anything else in the immediate area? 

When: When did this problem happen? When does this problem take effect? Is this an urgent issue that needs to be solved within a certain timeframe?

Why: Why is it happening? Why does it impact workflows?

How: How did this problem occur? How is it affecting workflows and team members from being productive?

Asking journalistic questions can help you define a strong problem statement so you can highlight the current situation objectively, and create a plan around that situation.

Here’s an example of how a design team uses journalistic questions to identify their problem:

Overarching problem: Design requests are being missed

Who: Design team, digital marketing team, web development team

What: Design requests are forgotten, lost, or being created ad hoc.

Where: Email requests, design request spreadsheet

When: Missed requests on January 20th, January 31st, February 4th, February 6th

How : Email request was lost in inbox and the intake spreadsheet was not updated correctly. The digital marketing team had to delay launching ads for a few days while design requests were bottlenecked. Designers had to work extra hours to ensure all requests were completed.

In this example, there are many different aspects of this problem that can be solved. Using journalistic questions can help you identify different issues and who you should involve in the process.

2. Brainstorm multiple solutions

If at all possible, bring in a facilitator who doesn't have a major stake in the solution. Bringing an individual who has little-to-no stake in the matter can help keep your team on track and encourage good problem-solving skills.

Here are a few brainstorming techniques to encourage creative thinking:

Brainstorm alone before hand: Before you come together as a group, provide some context to your team on what exactly the issue is that you're brainstorming. This will give time for you and your teammates to have some ideas ready by the time you meet.

Say yes to everything (at first): When you first start brainstorming, don't say no to any ideas just yet—try to get as many ideas down as possible. Having as many ideas as possible ensures that you’ll get a variety of solutions. Save the trimming for the next step of the strategy. 

Talk to team members one-on-one: Some people may be less comfortable sharing their ideas in a group setting. Discuss the issue with team members individually and encourage them to share their opinions without restrictions—you might find some more detailed insights than originally anticipated.

Break out of your routine: If you're used to brainstorming in a conference room or over Zoom calls, do something a little different! Take your brainstorming meeting to a coffee shop or have your Zoom call while you're taking a walk. Getting out of your routine can force your brain out of its usual rut and increase critical thinking.

3. Define the solution

After you brainstorm with team members to get their unique perspectives on a scenario, it's time to look at the different strategies and decide which option is the best solution for the problem at hand. When defining the solution, consider these main two questions: What is the desired outcome of this solution and who stands to benefit from this solution? 

Set a deadline for when this decision needs to be made and update stakeholders accordingly. Sometimes there's too many people who need to make a decision. Use your best judgement based on the limitations provided to do great things fast.

4. Implement the solution

To implement your solution, start by working with the individuals who are as closest to the problem. This can help those most affected by the problem get unblocked. Then move farther out to those who are less affected, and so on and so forth. Some solutions are simple enough that you don’t need to work through multiple teams.

After you prioritize implementation with the right teams, assign out the ongoing work that needs to be completed by the rest of the team. This can prevent people from becoming overburdened during the implementation plan . Once your solution is in place, schedule check-ins to see how the solution is working and course-correct if necessary.

Implement common problem-solving strategies

There are a few ways to go about identifying problems (and solutions). Here are some strategies you can try, as well as common ways to apply them:

Trial and error

Trial and error problem solving doesn't usually require a whole team of people to solve. To use trial and error problem solving, identify the cause of the problem, and then rapidly test possible solutions to see if anything changes. 

This problem-solving method is often used in tech support teams through troubleshooting.

The 5 whys problem-solving method helps get to the root cause of an issue. You start by asking once, “Why did this issue happen?” After answering the first why, ask again, “Why did that happen?” You'll do this five times until you can attribute the problem to a root cause. 

This technique can help you dig in and find the human error that caused something to go wrong. More importantly, it also helps you and your team develop an actionable plan so that you can prevent the issue from happening again.

Here’s an example:

Problem: The email marketing campaign was accidentally sent to the wrong audience.

“Why did this happen?” Because the audience name was not updated in our email platform.

“Why were the audience names not changed?” Because the audience segment was not renamed after editing. 

“Why was the audience segment not renamed?” Because everybody has an individual way of creating an audience segment.

“Why does everybody have an individual way of creating an audience segment?” Because there is no standardized process for creating audience segments. 

“Why is there no standardized process for creating audience segments?” Because the team hasn't decided on a way to standardize the process as the team introduced new members. 

In this example, we can see a few areas that could be optimized to prevent this mistake from happening again. When working through these questions, make sure that everyone who was involved in the situation is present so that you can co-create next steps to avoid the same problem. 

A SWOT analysis

A SWOT analysis can help you highlight the strengths and weaknesses of a specific solution. SWOT stands for:

Strength: Why is this specific solution a good fit for this problem? 

Weaknesses: What are the weak points of this solution? Is there anything that you can do to strengthen those weaknesses?

Opportunities: What other benefits could arise from implementing this solution?

Threats: Is there anything about this decision that can detrimentally impact your team?

As you identify specific solutions, you can highlight the different strengths, weaknesses, opportunities, and threats of each solution. 

This particular problem-solving strategy is good to use when you're narrowing down the answers and need to compare and contrast the differences between different solutions. 

Even more successful problem solving

After you’ve worked through a tough problem, don't forget to celebrate how far you've come. Not only is this important for your team of problem solvers to see their work in action, but this can also help you become a more efficient, effective , and flexible team. The more problems you tackle together, the more you’ll achieve. 

Looking for a tool to help solve problems on your team? Track project implementation with a work management tool like Asana .

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What is problem-solving? And why is it important in the workplace?

September 28, 2023 by MindManager Blog

If there’s one thing you can count on as a business professional, it’s that you’ll never run short of new problems to solve. Thankfully, whether it includes handling difficult or unexpected situations in the workplace, or resolving complex organizational challenges, we all have the capacity to develop our business problem-solving skills.

The best way to get better at tackling problems productively is to start at the beginning. After all, the better you understand what problem-solving is – and the significant role it plays in every organization – the easier you’ll find it to improve on problem-solving skills in the workplace.

Let’s dive in!

What is problem-solving?

Problem-solving refers to the act of find solutions to difficult or complex issues.

A good problem-solving definition might be finding solutions to difficult or complex issues . In practice, however, solving problems in the workplace is a little more immersive than that.

In the workplace, problem-solving includes a variety of tools, resources, and techniques to:

  • Identify what’s not working.
  • Figure out why it’s broken.
  • Determine the best course of action to fix it.

Whether you know them as obstacles, glitches, or setbacks, problems are a part of our everyday lives. The good news is that our brains excel at reasoning out intricate scenarios and making calculations in situations we’ve never experienced before. That means every one of us is hard-wired to be an adept problem-solver.

The trick is to learn how to take that innate ability and apply it in a deliberate and practiced way.

However, one thing is certain: successfully resolving business and workplace issues is essential.

Not only does effective problem-solving create value that encourages growth, it goes hand-in-hand with impactful decision making.

What are the benefits of problem-solving in business?

Practically speaking, problem-solving provides a golden opportunity to improve your processes, products, and systems – especially when you work through those challenges with others.

Learning to face difficulties calmly, and deal with them intentionally, can also:

  • Ramp up your confidence.
  • Increase your resilience.
  • Help you develop valuable critical thinking skills.

Applying problem-solving skills in the face of an obstacle that seems insurmountable trains you to shift your perspective and look at potential hurdles in a different way.

It also gets you used to examining multiple options for dealing with a problem, which can help you feel more confident in the direction you take.

Solving problems as a team

Business problem solving as a team offers an even wider range of benefits since active collaboration tends to make good things happen at both the individual and group level.

For example:

  • Team-based problem-solving is akin to having a built-in sounding board when you explore new approaches and ideas.
  • As each team member’s critical thinking skills evolve, they bring fresh insights to the collective problem-solving process, bearing out the old adage that many heads are better than one.
  • Solving problems as a team also reduces the feeling of personal risk and exposure that’s common when one person is tasked with solving a puzzle. When that same problem is shared, the sense of risk gets dispersed, and individual team members are less likely to feel singled out.

Not only is there less chance of arriving at an unreasonable or biased solution when you problem-solve as a group, team members assigned to carry that solution out will feel more invested in its success.

Examples of problem solving skills in the workplace

Improving on your problem-solving skills helps you make the most of your brain’s natural capacity to analyze and reason things out.

There are dozens of problem-solving skills that play out in the average workplace – all of which can contribute to your ability to correct oversights, resolve conflict , and work around unexpected obstructions.

Here are a few common examples of problem-solving skills in the workplace, and tips on how to improve them.

1. Data gathering

Figuring out the cause of a problem hinges on collecting relevant data. Consulting efficiently with colleagues, conducting online research, and brainstorming with your team are all valuable data gathering skills.

2. Active listening

As opposed to listening in a purely supportive or empathetic way, active listening involves concentrating fully on what the other person is saying so you can understand the content, respond accordingly, and remember what was said later.

3. Troubleshooting

The ability to analyze and troubleshoot a situation with the help of any data and human input you’ve gathered is essential for drilling down into the core of a problem, and scrutinizing potential solutions.

4. Brainstorming

Brainstorming has become synonymous with creative thinking, innovative idea generation, and problem-solving. The more productive your brainstorming sessions, the more likely you and your group are to put together a list of quality, workable solutions.

It’s interesting to note that effective decision making is both a contributor to, and a by-product of, effective problem-solving.

For example, honing your analytical abilities and other problem-solving skills will inevitably help you make better decisions. The more efficient your decision-making process becomes, meanwhile, the better you’ll get at uncovering and acting on the most promising solution to any dilemma.

A simple problem-solving scenario

It’s clear that we can all benefit from getting more comfortable with problem-solving in the workplace.

Examples of situations where your problem-solving skills will come in handy aren’t difficult to find, and might include:

  • Fixing a technical issue for your customer.
  • Improving your student’s test performance.
  • Reducing the theft of your in-store merchandise.
  • Bumping up your marketing reach.

But, here’s the interesting thing. While it’s evident in each of these situations that there’s a problem to be solved, the exact nature of that problem isn’t so obvious.

In the student’s case, for example, you’d need additional input to help you figure out why they’re performing poorly. Only then would you be able to take steps to find the best-fit solution and achieve the desired learning outcome.

Here’s a simple scenario to help demonstrate that idea:

Bringing new customers onboard in a timely manner is an important part of your client relations strategy. Since hiring Alex a few weeks ago, however, your onboarding process has been taking longer than it should and team members are beginning to complain.

While you can see that the problem in this scenario is the fact that your team isn’t meeting their client onboarding goals, the key is to get clear on exactly what’s causing the hold-up.

You could jump to the conclusion that Alex has time management issues and that it’s time to start looking for a replacement. But, since one of the most common mistakes in business problem-solving is attempting to seize on a solution right away, that might cause you to waste time and resources on a remedy that ultimately proves unnecessary, or that doesn’t provide a viable fix.

Instead, it’s time to put your problem-solving skills to work.

Using data gathering and troubleshooting to pinpoint and clarify the bottleneck in your onboarding process – and active listening to interpret the situation from Alex’s perspective – you soon determine that the real cause of the problem is not what you thought.

In truth, an administrative oversight during the hiring process (yet another problem to be solved!) left Alex unaware of, and without access to, the business process map that’s so vital to efficiently onboarding new customers. Once you provide the necessary resources, it doesn’t take Alex long to get up to speed – and your client onboarding process to revert back to the well-oiled machine that it was.

Even with a team of eager problem-solvers by your side, the truth is that it’s often necessary to have the right problem-solving tools in place to achieve your desired results. That’s where versatile mind mapping software can help.

Not only does MindManagerÂź provide a visual framework that fully supports the problem-solving process, it improves comprehension, inspires more creative solutions, and boosts your ability to make the best possible decisions.

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

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Why choose MindManager?

MindManagerÂź helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

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Problem Solving Worksheet 

problem solving in the workplace worksheet

The contents of this article are fact-based except otherwise stated within the article.

Dr Sabina Alispahic, PhD, is a psychologist and gestalt psychotherapist with expertise in clinical and health psychology. 

Dr Sabina Alispahic’s Highlights:

  • Associate Professor at the University of Sarajevo for the past 12 years
  • PhD in psychology at the University of Zagreb
  • European Certificate of Psychotherapy

Professional experience

Dr Alispahic pioneered innovative teaching methods as an associate professor of clinical and health psychology, inspiring a new generation of mental health professionals while contributing to the field for over 12 years. Also, she empowered individuals across the globe as an online psychotherapist, delivering life-changing therapy and earning a reputation for compassionate care and exceptional results. She has demonstrated expertise in a range of therapeutic approaches (CBT, ACT, Gestalt, mindfulness, and family constellations).

Certifications

European Certificate of Psychotherapy (Education in Gestalt Psychotherapy Training of the Malta Institute)

Eight-week stress reduction mindfulness programme, Society of Psychologists in the Federation of Bosnia and Herzegovina

2009-2013 University of Zagreb, Faculty of Philosophy, Postgraduate Doctoral Studies in Psychology

2004-2008 University of Sarajevo, Faculty of Philosophy, Master Studies, Department of Psychology

Publications

Alispahic. S. (2021). Selected topics from psychotherapy Sarajevo: TDP.

Alispahic. S. (2020). Online psychotherapy. Handbook for psychotherapists and clients Sarajevo: TDP.

Alispahic, S., and Godinjak, A. (2018). (R)evolution of the doctor-patient relationship. Sarajevo: TDP.

Alispahic, S. (2016). The psychology of pain Sarajevo: Faculty of Philosophy (e-publication, Bosnian language): https://ebooks.ff.unsa.ba/index.php/ebooks_ffunsa/catalog/book/29

Book chapters

Alispahic, S. (2018). Psychological Theory and Therapy of Traumatic Memory In: A. Hamburger (ur.), Trauma, Trust, and Memory: Social Trauma and Reconciliation in Psychoanalysis, Psychotherapy, and Cultural Memory, 23-35. London and New York: Routledge, Taylor & Francis Group.

Link: https://www.taylorfrancis.com/chapters/edit/10.4324/9781003076247-4/psychological-theory-therapy-traumatic-memory-sabina-alispahić

Markovic Pavlovic, M., Alispahic, S., and Dautbegovic, A. (2015). Psychology of Nonkilling in Bosnia-Herzegovina. Knowledge and Attitudes of Students Towards Nonkilling Culture. In: R. Bahtijaragic i J. E. Pim (ur.), Nonkilling Balkans, 171-183. Honolulu: Centre for Global Nonkilling, and Sarajevo: Faculty of Philosophy.

Link: http://nonkilling.org/pdf/nkbalkans.pdf

Alispahic, S., & Alispahic, B. (2021). Definition of police psychology: The role of psychologists in the police. Technium Soc. Sci. J., 17 , 235-244.

Link: https://techniumscience.com/index.php/socialsciences/article/view/2678

Alispahic, S., Hasanbegovic-Anic, E., & Tuce, Đ. (2021). Big Five Personality Traits as Predictors of Mindfulness: A Study on a Bosnian Sample. Epiphany , 14 (1), 146-155.

Link: http://epiphany.ius.edu.ba/index.php/epiphany/article/view/357

Alispahic, S. & HodĆŸić Küreç, A. (2021). How does yoga affect health?  Yoga teachers’ experiences. International Scientific Journal of Kinesiology, Vol. 12 , 2, 135-140. 

Link: https://www.researchgate.net/profile/Sabina-Alispahic/publication/349140097_How_does_yoga_affect_health_Yoga_teachers_experiences/links/60226c87a6fdcc37a812def3/How-does-yoga-affect-health-Yoga-teachers-experiences.pdf

Hasanbegovic-Anic, E., Sandic, A., and Alispahic, S. (2018). Prevention of substance abuse in children and adolescents: an evidence-based practice approach. Epiphany , 11 (1), 11-30. 

Link: http://epiphany.ius.edu.ba/index.php/epiphany/article/view/280

Alispahic, S. and Hasanbegovic-Anic, E. (2017). Mindfulness: Age and Gender Differences in a Bosnian Sample. Psychological Thought, Vol. 10 (1), 155–166. 

Link: https://www.researchgate.net/publication/316560770_Mindfulness_Age_and_Gender_Differences_on_a_Bosnian_Sample

Hadziahmetovic, N., Alispahic, S., Tuce, Đ., i Hasanbegovic-Anic, E. (2016). Therapist interpersonal style and therapy benefit as determinants of client personality self-reports in Bosnia and Herzegovina. Vojnosanit Pregl, 73 (2): 135–145. 

Link: https://www.researchgate.net/publication/288178501_Therapist%27s_interpersonal_style_and_therapy_benefit_as_the_determinants_of_personality_self-reports_in_clients

Alispahic, S., Hasanbegovic-Anic, E., Tuce, Đ., Hadziahmetovic, N., Sandic, A. (2014). Characteristics of Patients Involved in Psychotherapy in Bosnia and Herzegovina. Journal of Health Sciences , 4 (1): 4-6. 

Link: https://www.jhsci.ba/ojs/index.php/jhsci/article/view/142

Alispahic, S. (2013). Motivational function of plans and goals. Psychological Thought, Vol. 6 (2), 96–203.

Link: https://www.researchgate.net/publication/258225796_Motivational_Function_of_Plans_and_Goals

Professional profiles

ResearchGate: https://www.researchgate.net/profile/Sabina-Alispahic

Google Scholar: https://scholar.google.com/citations?hl=hr&user=TnYiVK0AAAAJ

LinkedIn: https://www.linkedin.com/in/sabina-alispahić/

Reviewer bio

What is the theory behind this worksheet?

Problem-solving is the process of defining a problem, identifying its root cause, prioritizing and selecting potential solutions and implementing the chosen solution.

The underlying theories behind this worksheet include the principles of cognitive-behavioral theories and problem-solving theories. The relevant therapies may include:

  • Cognitive behavioral therapy- is commonly used to address cognitive distortions and improve problem-solving abilities.
  • Solution-focused brief therapy- focuses on the solutions rather than on problems and can be used to identify and work towards achievable goals.

How will this worksheet help you?

This worksheet is designed to help individuals to guide them through a structured process of identifying, analyzing, and resolving problems.

How should you use this worksheet?

Individuals can use this worksheet as a practical tool to enhance problem-solving skills and empower them to confidently approach challenges.

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problem solving in the workplace worksheet

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Fixed Mindset and Mental Health Worksheet

problem solving in the workplace worksheet

Flexible Vs. Fixed Mindset Worksheet

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Problem solving

Problem solving lesson plan

problem solving in the workplace worksheet

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Problem Solving: Lesson plan

Problem solving: Presentation slides

Demonstrating your skills quick fire activity

Problem solving in practice: Interactive worksheet

Our problem solving content focuses on one of these skills and develops understanding of the six stages of problem solving, as well as identifying different types of situations in which young people might already be using these skills. Furthermore, it encourages them to use an adaptive approach, explaining that different types of problems can be approached in different ways.

The activities on this page support your teaching of these skills through an independent activity, quick activities or a full length, curriculum-linked lesson plan. 

Teaching resources:

  • Problem solving: Lesson plan and presentation slides – full lesson plan including icebreaker for use with a group of students in the classroom
  • Demonstrating your skills: Quick-fire activity  – 10 minute activity for a group of students in the classroom, can be used as an icebreaker for the lesson plan
  • Problem solving in practice: Interactive worksheet – activity for independent learning whether remote or in class

Lesson plan

(60 -75 minutes)

This lesson is designed to equip young people with an adaptable approach to solving problems, large or small. It includes a short film and scenarios that encourage development of practical problem solving skills which can be useful for learning, day to day life, and when in employment.

By the end of the lesson, students will be able to:

  • Identify problems of different scales and what is needed to solve them
  • Illustrate the use of an adaptable approach to solving problems
  • Understand that problem solving is a core transferable skill and identify its usefulness in a work setting
  • Work on a problem solving activity in a team

The lesson aims to reinforce students’ understanding of the potential future applications of this skill as they move into the world of work, particularly in an activity differentiated for an older or more able group on creating new opportunities.

Quick-fire activity

(5 - 10 minutes)

The demonstrating your skills quick-fire activity focuses on helping young people understand the key skills that are needed in the workplace, including the importance of problem solving.

Students will be asked to name the skills being demonstrated in a variety of scenarios, and identify ways they’re already using those skills in this short activity.

You might find it useful as a starter or icebreaker activity to begin a lesson, or at the end to allow students to put what they have just learnt in the Problem solving lesson into practice.

Interactive worksheet

(20 - 25 minutes)

Please note that students below the age of 14 cannot sign up for their own LifeSkills account. Any independent tasks must be printed or downloaded and provided digitally for them to complete as they are currently hosted on educator pages.

The Problem solving in practice interactive worksheet introduces some of the themes from the full lesson plan and gives students some practical strategies for problem solving, including introducing the six stages of problem solving. The worksheet can be printed or completed digitally, so can be used flexibly to give students practise putting their problem solving skills into action. You might choose to assign it:

  • As homework following the Problem solving lesson
  • For independent study
  • For remote learning

Looking for more ways to boost self confidence with LifeSkills?

Other lessons that may prove useful for students to build on these activities include the  Adaptability  and  Innovation and idea generation  lessons. Alternatively, consider encouraging them to apply their skills through  Steps to starting a business  or the  Social action toolkit .

Why not build problem solving in as a focus in your students’ wider curriculum? Refer to our  Content guide to find out how this resources can be used as part of your teaching.

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Why not try one of these next?

Staying positive (resilience)

Staying positive (resilience)

Staying positive and learning through experience are key to succeeding in challenging situations. Try this lesson and help your students succeed at work.

Leadership

Good leadership styles and effective teamwork can help students excel in their future workplace. Read more about team leader skills in this lesson.

Social action toolkit

LESSON PLAN FOR ENGLISH TEACHERS

Problems at work.

problem solving in the workplace worksheet

Level: Elementary (A1-A2)

Type of English: Business English

Tags: desk work problems at work work adjectives problems and solutions Vocabulary lesson

Publication date: 09/12/2018

The theme of this elementary+ lesson plan is work-related problems. Activities cover office, company and personal work problems. The worksheet ends with a dialogue-based exercise in which students listen to two colleagues trying to fix a printer problem.

problem solving in the workplace worksheet

problems-at-work.mp3

For elementary learners, the woman is speaking a little too quickly, especially in the first half of the conversation.

Thank you for your lesson I found it interesting especially the theme and it continued the previous lesson .your ideas are excellent and genuine it helps pupils to progress.

Thank you, it's a good exercise

Great for my 1B1 students, who are starting B1 level.. Thank you so much!

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Student worksheet

Teacher lesson plan

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The theme of this elementary+ lesson plan is work-related problems. Activities cover office, company, and personal work issues. The worksheet ends with a dialogue-based exercise in which students listen to two coworkers trying to fix a printer problem.

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Did you know that your students can review the target language from our worksheets with our Expemo flashcard app? To let your student know, just enter their email address below (multiple emails can be separated with a comma).

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Find the AI Approach That Fits the Problem You’re Trying to Solve

  • George Westerman,
  • Sam Ransbotham,
  • Chiara Farronato

problem solving in the workplace worksheet

Five questions to help leaders discover the right analytics tool for the job.

AI moves quickly, but organizations change much more slowly. What works in a lab may be wrong for your company right now. If you know the right questions to ask, you can make better decisions, regardless of how fast technology changes. You can work with your technical experts to use the right tool for the right job. Then each solution today becomes a foundation to build further innovations tomorrow. But without the right questions, you’ll be starting your journey in the wrong place.

Leaders everywhere are rightly asking about how Generative AI can benefit their businesses. However, as impressive as generative AI is, it’s only one of many advanced data science and analytics techniques. While the world is focusing on generative AI, a better approach is to understand how to use the range of available analytics tools to address your company’s needs. Which analytics tool fits the problem you’re trying to solve? And how do you avoid choosing the wrong one? You don’t need to know deep details about each analytics tool at your disposal, but you do need to know enough to envision what’s possible and to ask technical experts the right questions.

  • George Westerman is a Senior Lecturer in MIT Sloan School of Management and founder of the Global Opportunity Forum  in MIT’s Office of Open Learning.
  • SR Sam Ransbotham is a Professor of Business Analytics at the Boston College Carroll School of Management. He co-hosts the “Me, Myself, and AI” podcast.
  • Chiara Farronato is the Glenn and Mary Jane Creamer Associate Professor of Business Administration at Harvard Business School and co-principal investigator at the Platform Lab at Harvard’s Digital Design Institute (D^3). She is also a fellow at the National Bureau of Economic Research (NBER) and the Center for Economic Policy Research (CEPR).

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4 Conflict Resolution Worksheets for Your Practice

Conflict Resolution Worksheets

As a therapist, counselor, or coach, your main job is to help clients identify the situations that are troubling them – the conflicts in their lives – and guide them through to win–win solutions.

Mutually satisfying outcomes can prevent anger, anxiety, and depression, and enable individuals, couples, and families to live together productively and in peace (Christensen & Heavey, 1999; Cummings, Koss, & Davies, 2015).

In this article, we’ll share some powerful conflict resolution worksheets that can teach parties the pathways to win–win outcomes, converting conflict into shared problem solving. Participants feel like they are sitting on the same side of the table, working together against the problem, instead of against each other.

Before you continue, we thought you might like to download our three Positive Communication Exercises (PDF) for free . These science-based tools will help you and those you work with build better social skills and better connect with others.

This Article Contains:

2 useful conflict resolution worksheets, 4 tools for resolving conflicts at work, worksheets for student conflicts, 2 best worksheets for couples’ conflicts, teaching conflict resolution: 4 lesson plans, 5 positivepsychology.com toolkit resources, a take-home message.

Conflict – problems, issues, troubles, dilemmas, tough decisions, etc. – generally emerge in one or more of the following three areas (adapted from Kellermann, 1996):

  • Intrapsychic conflicts – pulls and tugs within a person’s array of feelings, desires, thoughts, fears, and actions
  • Interpersonal or intergroup conflicts – situations in which two or more preferred action plans seem to be incompatible
  • Situational conflicts – situations in which adverse circumstances such as illness, financial difficulties, or other factors collide with each other or with what participants want

Differences can quickly spark arguments when parties believe that the outcome will result in either winning or losing. That is why the word “conflict” usually suggests fighting. These worksheets, by contrast, teach pathways to win–win outcomes.

By guiding both conflict resolution and cooperative problem solving in the same process, solution building for any decision, issue, or dilemma becomes a combined effort. The idea of winning versus losing is removed, and a win–win outcome negates previous conflicts.

Win–Win Waltz Worksheet

The process that leads to win–win outcomes is referred to as the win–win waltz because the process involves three essential steps.

The Win–Win Waltz Worksheet explains the key terms, core concepts, and essential ingredients for using the exercise successfully.

1. Knowing when to use the win–win waltz

The win–win waltz guides the way to cooperative solution building in situations when there seems to be conflict with underlying or overt tension and a feeling that two sides feel in opposition.

Also, the win–win waltz guides the process in any situation that calls for problem solving.

In both instances, the tone needs to stay calm and cooperative. There needs to be an awareness of the dilemma that participants need to solve and a willingness on both sides to seek a solution that will be responsive to the concerns of all parties.

2. Core concepts: solutions versus underlying concerns

Solutions are potential plans of action.

Concerns , by contrast, are the factors to which the solution needs to be responsive.

For instance, a problem/conflict is that I am hungry, but at the same time, I don’t want to eat – two alternative and seemingly opposed courses of action.

My underlying concern might include wanting to lose weight, to alleviate my hunger, to minimize my intake of calories, and to find an immediate solution. The solution options may be to eat some yogurt, distract myself by phoning a friend, or to exercise as that too tends to alleviate feelings of hunger.

3. One list for both people’s concerns

A happy couple should have healthy conflict

That assumption differs significantly from the usual two-list way of thinking (e.g., my way versus your way or pros versus cons).

4. What if there are seemingly too many underlying concerns?

Paradoxically, the more concerns that have been identified, the more likely it becomes that the ultimate solution will be excellent, even though a long list of concerns may appear daunting.

The trick is for each participant to step back and reflect: “ Of all of these concerns, what one or two concerns are most deeply felt? ” Start the solution-building process by responding to these concerns first. Add additional elements to the solution set until all the underlying concerns have been answered.

For instance, Gil and Angela want to find a new apartment. Stepping back from their list of 20 concerns concerning what apartment to choose, they realize Angela’s primary concern is location. She wants an apartment close to her mother, while Gil’s primary concern is the price. With just two variables to attend to for starters, Angela and Gil can quickly start apartment hunting.

Once they find apartments that met their initial criteria, they add their other concerns.

5. It is for me to look at what I can do, not to tell you what to do.

Solution generating works best if each participant looks at what they can offer toward a win–win solution, and especially toward a plan of action responsive to the other person. Offering suggestions about what the other could do can undermine solution building.

problem solving in the workplace worksheet

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In the workplace, conflict resolution skills enable managers to keep their work environment positive.

They also enable colleagues to work together harmoniously (Johansen, 2012; Korabik, Baril, & Watson, 1993).

Whereas conflict breeds tension that erodes work quality, cooperation maximizes productivity and, at the same time, keeps employees enjoying their work.

Fortunately, the Win–Win Waltz Worksheet works wonderfully in workplace situations too.

The additional tools below also merit attention when conflicts arise in the business world.

Early intervention. It’s best to address potential tensions as soon as you become aware of them.

Participation. It is generally best to bring together all the parties involved in any given dispute and to have them learn to do the win–win waltz together.

Identify those who, even with guidance, cannot think in terms of win–win.

If one or more parties appear to be unable to look for mutually satisfying solutions, a top-down or powering-over decision may be necessary.

Some parties simply cannot get past looking out for themselves only. Others invest more in seeking to hurt the other party rather than to find benefits for both sides. They would rather create a lose–lose outcome than see the other side receive any aspect of what they want.

Keep the problem, the problem.

The vital principle comes from the work of Fisher and Ury (1991). They rightly identify that talking about people and feelings can be inappropriate in work settings.

The problem, for instance, is not that ‘she is an intrusive person.’ The problem is that roles and responsibilities may be unclear. The problem is not that ‘he is lazy.’ The problem is an unclear division of labor. The problem is not that ‘he works too slowly;’ rather, how to speed up the work process so that deadlines can be met.

14 Effective conflict resolution techniques – BRAINY DOSE

Students can benefit from using the Win–Win Waltz Worksheet when they face conflict situations with roommates, friends, and teachers.

Students also are likely to experience conflicts within their own thoughts and preferences.

For instance, these intrapsychic conflicts can arise when they want to go out with friends but also know they need to study for an exam. The win–win waltz recipe works well for any of these situations.

Worksheets to manage couple conflict

From my way , No my way , to OUR way is for practicing win–win conflict resolutions on issues that can arise at home. The worksheet is from Susan Heitler’s (2003) book The Power of Two Workbook . (Available on Amazon .)

The Anger Exit and Re-entry Worksheet offers guidance for stepping back and calming down when anger begins to emerge.

When people become angry, they cease to be able to hear each other’s concerns. They are likely to disregard all their cooperative-talking skills and instead resort to blame, criticism, and attempts to control.

In the face of irritation or anger, it is essential to have a self-calming ability as part of the conflict resolution process.

It generally is best to begin the self-calming process by stepping back or out of the anger-inducing situation. For this reason, couples need to develop mutual exit/re-entry routines.

Win win conflict resolution

In a collaborative marriage, partners respect each other’s ideas; they avoid dismissing or steamrolling over each other’s viewpoints. But what happens when couples have differing opinions regarding a future decision? Both spouses may want the decision to go their way. Fortunately, both can win.

Exercise 1: The Win-Win Waltz

One hallmark of a true partnership is the effectiveness of two people’s shared decision making.

“Effective” means their ability to make decisions that are responsive to the full range of concerns of both partners.

These steps of the win–win waltz can be used in a group to demonstrate how to make decisions about upcoming events (shared decision making) and to change things that are not working (fix-it talk). The only difference is that fix-it talk begins with two initial steps.

  • Learn the signs and costs of unilateral decision making in a partnership.
  • Learn to make shared decisions.
  • Practice division of labor decisions so that they do not keep re-occurring.
  • Identify pitfalls to avoid and keys to success.

Cue cards – Write one step each on three separate pieces of paper:

  • Express initial positions.
  • Explore underlying concerns.
  • Create win–win solutions.

Win–Win Waltz Situation Cards Win–Win Waltz Worksheet : distribute one copy to each participant.

Place the three cue cards so that they are visible to all the group members (e.g., facing the group, propped on chairs in front of the group). Spread the cards/chairs out so there is room for two people to stand next to each.

Explain that a waltz has three steps, as does collaborative problem solving, pointing to the step on each cue card as you explain it.

Walk through the following example to be sure that everyone understands the difference between concerns (fears, values, motivations) and positions and solutions (plans of action). The leader plays both Pete and Mary.

Step 1: Express initial positions.

Peter and Mary want to buy a car. Peter says, “ Let ‘s buy a Ford. ” Mary says, “ No. I want a Toyota. “

Step 2: Explore underlying concerns.

Ask the group what Peter’s concerns might be. Peter might say: “ The prices are reasonable, and the dealership is close by, so it will be easy to take care of maintenance and repairs. “

Stress that both sides need to explore their underlying concerns, and ask then for what Mary’s might be. Mary might say: “ I don’t want to have to keep taking the car back to the shop; I want as much room as we can get for passengers for our kids and their friends. “

Step 3: Create a plan of action responsive to both.

Go with the information generated by the group. Peter and Mary might say: “ Let’s get a Consumer’s Report guide to cars so we have full information on repair rates, roominess, and prices. Let’s also find out which dealers have repair facilities near us. “

Hint: Encourage thinking in terms of solution sets that are multi-piece answers.

Now, invite one couple in front of the group to try the “waltz” sequence. Use the situation of a couple deciding where to go for dinner.

Emphasize the difference between concerns and positions (which are action plans or specific solutions).

Make one list of all of their concerns and a list of three possible solutions: one partner’s idea with modifications, the other partner’s idea with modifications, and at least one new solution (possible final solution).

Invite the group to look at the difference between concerns and solutions.

Have a different couple come to the front and traverse the three steps on their own to the dilemma: “ What should we do for vacation this summer? ”

To be sure they follow the three steps, use the Win–Win Waltz Worksheet where they can write out the three steps.

Pass out additional Situation Cards and invite other couples to try the win–win waltz in front of the group.

  • Most couples have systems for making decisions together, such as taking turns on who gets their way, whoever feels most strongly about the issue gets their way, or they compromise (they both give up some). How do these three options compare to the win–win waltz?
  • What was most satisfying about this style of problem solving?
  • What will be the hardest part of actually using the win–win waltz?

Conclusions

With the win–win waltz, virtually any decision becomes easy and mutual. Both big and little choices – where to live and what to eat for lunch – become simple and shared. The more skilled a couple becomes, the faster the decision making and the more satisfied you both feel with the resulting plan of action.

Exercise 2: Win–Win Worksheet

Applying the win–win waltz successfully, even under challenging dilemmas, requires practice. It often helps to write out your process on particularly tough decisions.

Use the Win–Win Waltz Worksheet as a guide for working through the process of making collaborative decisions.

Two copies of the Win–Win Waltz Worksheet for each participant.

Couples facing each other, with some space between each couple, so that each couple will be able to work semi-privately.

  • Hand out two worksheets to each participant. Explain that one is to use now, and the second is for them to take home.
  • Ask participants to look at the worksheet. What do they notice about the boxes on the page?
  • They start with two different boxes, then merge into one list of concerns for everyone. In other words, each individual’s interests become the concern of the partnership.
  • There are four different suggestions for ways to generate solution sets. Generating multiple solution sets helps in two ways. First, it fosters creative thinking. Second, evaluating between solution set options often gives rise to identifying additional underlying concerns.
  • Have each couple work together to complete the worksheet. Suggest they pick from one of the following topics:
  • Saving for retirement
  • If you should join a new sports club (or some other organization)

How did the worksheet help to structure your decision-making process?

Using the worksheet can help keep track of the details, emphasizing that all underlying concerns are important.

Exercise 3: Traps and Tips

People sometimes say, “ I tried the win–win waltz, and it didn’t work. ” Usually, that means they fell into one of several common traps.

By contrast, if they said, “ The win–win waltz works great! ” odds are they utilized certain techniques that facilitate success.

One copy of the Traps to Avoid and Tips for Success Worksheet One copy of the Win–Win Waltz Situation Cards

1. Recognize at least three potential traps (listed in Procedure, below).

2. Recognize three techniques for success (below).

Briefly explain each Trap to Avoid and Tip for Success.

  • Frozen thinking (saying the same thing over and over, and not taking in new information) versus absorbing information from each other
  • Attachment to a position and pushing for that solution, evident in attempts to debate, persuade, and convince
  • Criticizing the other’s concerns instead of trying to understand them

Tips for success:

  • Be an example to each other and listen to learn!
  • Create one list for concerns, a shared data pool, so both partners’ concerns become of equal import.
  • Emphasize the elephant: Tell the story about the blind men and the elephant. Each blind man felt one part of the animal. The one who touched its side described the elephant as something like a wall. The one who felt the tail described the animal as like a hose. The trunk felt like a tree branch, the leg like a tree trunk. Putting all of their perspectives together was essential for them to be able to appreciate the whole elephant. Similarly, emphasize that both partners have legitimate views; each of them tunes into different aspects of a dilemma.
  • Ask the last question—” Is there any piece of this that still feels unfinished? “
  • Think out of the box and be creative when exploring possible solution sets.
  • Exit now; talk later. When you get too stuck, drop the dialogue and resume later, when everyone is calmer.

Now, pick one situation from the Situation Cards . Ask for one volunteer (A) to try to be a reasonable spouse. In a way that the rest of the group can’t see, point to one of the trap for another participant (B). This participant will use this style of thinking. The group’s role is to be on the alert for recognizing each trap B demonstrates.

As soon as the group identifies a trap, B needs to let go of it and return to productive mode. A’s role is to try to be so effective that A and B reach a consensus despite the traps.

Debrief by noting what A did that was effective even if B was persisting in a trap.

Ask for two new participants to be A and B. Repeat using a different trap.

Ask participants to help you come up with a potentially tricky decision a couple might have to make. Have two participants come to the front and discuss this question with the tips in front of them. Have the rest of the group pay attention to what tips they used and the impact of them.

What would you like to be able to do if you find yourself or your partner in a trap?

With enough skills, couples can avoid slipping into an adversarial stance. If not, take a break from the discussion, and try another time. Using the tips will often make it easier to come to a consensus on complicated dilemmas.

Exercise 4: Costs of Unilateral Rather Than Shared Decision Making

Depression and anger both indicate flaws in shared decision making. Notice the connection in the following story.

  • Understand the relationship between unilateral decision making, anger, and depression.
  • Experience the concept “ Depression is a disorder of power. “

Tell the following story:

Once upon a time, in a kingdom not far away, a lovely lady named Linda married a handsome man named Len. Linda and Len lived in Louiston, where Linda grew up and was a town she loved.

One day Len said to Linda, “ I don’t seem to be able to find employment here that is as good as what I could get if we were to move. ”

Linda felt crushed. “ I love Louiston. I love my job here, my family, my friends. I don’t want to move, as much as I do understand that the job market is better in other areas. ”

Len answered, “ Linda, I’m sorry that you’re so against the idea. But I have already taken a job several states away. We need to move if we’re ever going to get ahead in life. That’s that. The decision has been made. ”

Continue reading the following instructions to the group, pausing after each, but saving the answers until the visualization has been completed:

  • Close your eyes and picture yourself as Linda.
  • Notice what emotions you are experiencing. Notice who seems more prominent, more powerful – yourself or your partner – as you put yourself into the role of the two partners.
  • What did you experience?
  • Now have two participants role-play this scenario using their best win–win waltz skills. What is different?

Discussion and conclusions

What have you learned about the relationship between anger, depression, and unilateral (one-sided) decision making? The powerless person experiences either anger or depression. The more critical the decision, the more potent the anger/depression.

Our toolkit contains invaluable tools for practitioners, coaches, and other professionals. In fact, the Positive Psychology Toolkit© contains over 400 tools, many of which are highly applicable to conflict resolution.

Below we will briefly mention some of these tools that are designed to assist with conflict resolution.

1. Giving Negative Feedback Positively

In any relationship, there are the inevitable ‘hard topics’ to breach, and by avoiding these topics, more harm is done to the relationship. To approach these discussions in a healthy way, our Giving Negative Feedback Positively worksheet guides you through eight constructive steps for a positive conversation and successful relationships.

2. How to Apologize

This exercise also focuses on positive communication in relationships , guides clients in how to apologize effectively to build trust and prevent further conflict.

3. Hot buttons

When Hot Buttons Are Pushed is a coping exercise to help clients become aware of their ‘hot buttons’ that cause unhelpful and impulsive actions. This exercise will help them respond more effectively once they know what their hot buttons are.

4. Difficult people

Looking at Difficult People from a Strength Perspective  is an exercise to guide a client’s thinking about a ‘difficult’ person. Once the client can see the strengths of that person and focus on positive aspects, they’ll be less affected by less desirable aspects.

5. Improving Expression and Understanding

This couples therapy exercise is geared toward Improving Expression and Understanding and is a formatted guide with prompts to encourage positive communication.

6. 17 Positive Communication Exercises

If you’re looking for more science-based ways to help others communicate better, this collection contains 17 validated positive communication tools for practitioners . Use them to help others improve their communication skills and form deeper and more positive relationships.

Conflict leads to emotional distress, turmoil, depression, unhappy relationships, and separation.

But it does not have to be that way.

Being able to manage conflict constructively can instead create opportunities to reach many mutually beneficial decisions. The conflict resolution process can bring you and your partner closer together; allow you to learn from each other; and get to know, understand, love, and respect each other even better.

As long as there are differences of opinion, there will always be conflict. But knowing how to manage it productively and turn it into a win–win situation is the key to a healthy relationship , friendship, and family.

We hope you enjoyed reading this article. Don’t forget to download our three Positive Communication Exercises (PDF) for free .

  • Christensen, A., & Heavey, C. L. (1999). Interventions for couples.  Annual Review of Psychology ,  50 (1), 165-190.
  • Cummings, E. M., Koss, K. J., & Davies, P. T. (2015). Prospective relations between family conflict and adolescent maladjustment: Security in the family system as a mediating process.  Journal of Abnormal Child Psychology ,  43 (3), 503-515.
  • Fisher, R., & Ury, W. L. (1991). Getting to yes. Penguin Books.
  • Heitler, S., & Hirsch, A. H. (2003). The power of two workbook: Communication skills for a strong & loving marriage. New Harbinger.
  • Johansen, M. L. (2012). Keeping the peace: Conflict management strategies for nurse managers.  Nursing Management ,  43 (2), 50-54.
  • Kellermann, P. F. (1996). Interpersonal conflict management in group psychotherapy: An integrative perspective.  Group Analysis ,  29 (2), 257-275.
  • Korabik, K., Baril, G. L., & Watson, C. (1993). Managers’ conflict management style and leadership effectiveness: The moderating effects of gender.  Sex Roles ,  29 (5-6), 405-420.

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The Performance Review Problem

As the arcane annual assessment earns a failing grade, employers struggle to create a better system to measure and motivate their workers.

​After an annual review that lasted about 10 minutes, a New Jersey-based account coordinator knew it was time to leave the public relations agency where he had worked for almost a year. 

The 25-year-old, who requested anonymity, asked for the meeting because his boss had not mentioned any formal assessment process, nor had his manager ever critiqued his work. The coordinator says he sat with a trio of senior executives who did not ask him any questions beyond how he would rate himself. He says they ignored his requests for guidance on how to advance at the agency. 

Screen Shot 2023-03-15 at 85749 AM.png

This example also illustrates one of the common failures in performance management: limiting reviews to once or twice a year without having any other meaningful career discussions in between. Nearly half (49 percent) of companies give annual or semiannual reviews, according to a study of 1,000 full-time U.S. employees released late last year by software company Workhuman. 

The only situation that is worse than doing one review per year is doing none at all, experts say. The good news is that only 7 percent of companies are keeping employees in the dark about their performance, and 28 percent of organizations are conducting assessments quarterly, the Workhuman study found.  

A Pervasive Problem

Reviews generally do not work.

That doesn’t mean that more-frequent formal meetings or casual sit-downs between supervisors and their direct reports are solving the performance review quandary, either. Only about 1 in 4 companies in North America (26 percent) said their performance management systems were effective, according to a survey of 837 companies conducted last fall by consulting firm WTW. And only one-third of the organizations said employees felt their efforts were evaluated fairly. 

Meanwhile, a Gallup survey conducted last year found that 95 percent of managers are dissatisfied with their organization’s review system.

The problem is not new, though it is taking on greater importance, experts say. Millennials and members of Generation Z crave feedback and are focused on career development. Meanwhile, the tight labor market has companies searching for ways to keep high-performing employees in the fold. Fewer than 20 percent of employees feel inspired by their reviews, and disengaged employees cost U.S. companies a collective $1.6 trillion a year, according to Gallup.

Lesli Jennings, a senior director at WTW, says part of the issue is that reviews are now so much more than a discussion of past performance. They include conversations about career development, employee experience and compensation. 

“The performance management design itself is not evolving as quickly as the objectives and the purpose that we have set out for what we want it to do,” Jennings says. 

Screen Shot 2023-03-15 at 84340 AM.png

Poor Review Practices

Some argue that means it’s time to completely scrap annual reviews and stop using scales composed of numbers or adjectives to rate employees. 

“Every single human alive today is a horribly unreliable rater of other human beings,” says Marcus Buckingham, head of people and performance research at the Roseland, N.J.-based ADP Research Institute. He says people bring their own backgrounds and personalities to bear in the reviews in what is called the “idiosyncratic rating effect.” He says the ratings managers bestow on others are more a reflection of themselves than of those they’re reviewing.

Buckingham adds that very few positions have quantifiable outcomes that can be considered a measure of competence, talent or success. It’s possible to tally a salesperson’s results or test someone’s knowledge of a computer program, he says, but he’s baffled by attempts to measure attributes such as “leadership potential.”

“I’m going to rate you on a theoretical construct like ‘strategic thinking’? Everybody knows that’s rubbish,” Buckingham says. He adds that performance reviews that offer rankings give “data that’s just bad” and insists that companies rely on data analytics because they don’t trust their managers’ judgment. But instead of working on improving their managers’ skills, he says, they put data systems in place. 

“Because we don’t educate our managers on how to have some of these conversations, we’ve decided that the solution is to give them really bad ratings systems or really bad categorization systems,” Buckingham says. 

R eviewing the Data

A mong North American employers:

  • More than 9 in 10 (93 percent) cited driving organizational performance as a key objective for performance management, yet less than half (44 percent) said their performance management program is ­meeting that objective.
  • Nearly 3 in 4 (72 percent) said ­supporting the career development of their employees is a primary objective, but only 31 percent said their performance management program was meeting that objective.
  • Less than half (49 percent) agreed that managers at their organization are ­effective at assessing the performance of their direct reports. 
  • Only 1 in 3 indicated that employees feel their performance is evaluated fairly. 
  • Just 1 in 6 (16 percent) reported having altered their performance management approach to align with remote and hybrid work models, which are rapidly becoming more prevalent.

Source: WTW 2022 Performance Reset Survey of 837 organizations worldwide, including 150 North American employers.

Data Lovers

Ratings aren’t likely to disappear anytime soon, however. “Data-driven” has become a rallying cry for companies as they seek to operate more efficiently. Organizations are trying to measure everything from sales to productivity, though such efforts can cause turmoil and hurt some individuals’ careers.

A June 2022 study of nearly 30,000 workers at an unnamed North American retail chain found that women were more likely to receive higher overall ratings than men, though women were ranked lower on “potential.” 

In that study, women were 12 percent more likely to be given the lowest rating for potential, as well as 15 percent and 28 percent less likely to receive the middle and highest potential ratings, respectively, according to the professors who conducted the study, Alan Benson of the University of Minnesota, Danielle Li of MIT and Kelly Shue of Yale. The authors also said women were 14 percent less likely to get promoted than men. “Because potential is not directly observed,” they noted, “these assessments can be highly subjective, leaving room for bias.” 

Screen Shot 2023-03-15 at 85749 AM.png

Birmingham left abruptly one afternoon and did not go in to work the next day, which he says Blizzard interpreted as his resignation. Blizzard did not respond to requests for comment.

Stack ranking became popular in the 1980s after it was embraced by General Electric. Its adoption has waned, though several tech companies continue to use it. Google and Twitter relied on stack ranking to decide who to let go in their recent rounds of layoffs, according to published reports.

Birmingham says that the system can cause anxiety and competition, which can kill team cohesion, and that arbitrary lower ratings adversely affect compensation and promotion potential. These systems can also suggest that a manager is ineffective, he says. “It implies that as managers, we basically have not done our job to hire them and train them appropriately or terminate them if they really aren’t working out.”

Birmingham says he is not opposed to ranking systems but doesn’t think they’re necessary. “I feel like the conversation about how to improve your career, what the expectations are for your job and what it will take to get to the next level are all things you can do without a rating,” he says.

Measurements Matter

Grant Pruitt, president and co-founder of Whitebox Real Estate, does not give any type of rating in his performance reviews, though he believes in using data to track his employees’ performance. “What isn’t measured can’t be managed,” says Pruitt, whose company has about 20 employees in several offices across Texas. 

At the beginning of the year, Whitebox employees set goals with their managers. Discussions are held about what benchmarks are reasonable, and these targets can be changed if there is a meaningful shift in business conditions. Team leaders hold weekly department meetings with their direct reports to discuss what’s happening and track progress. Managers hold quarterly private reviews with individuals to dig deeper into whether they’re meeting their goals and if not, why.

“Was it an achievable goal? Realistic? If it was, then what do we need to do to make sure we don’t miss it the next time?” Pruitt says. Whitebox switched to quarterly reviews about four years ago to address problems earlier and avoid having issues fester, Pruitt adds.

It’s easier to set goals for people in sales than for those in other departments, Pruitt concedes. However, he adds that executives need to brainstorm about targets they can use for other roles. For example, administrative employees can be rated on how quickly and efficiently they handle requests.

Pruitt maintains that the goal system makes it easier to respond when an employee disagrees with their manager about their performance review because there are quantitative measures to examine. The data also helps eliminate any unconscious bias a manager may have and helps ensure that a leader isn’t just giving an employee a good rating because they work out at the same gym or their children go to school together.

“I think that’s really where the numbers and the data are important,” Pruitt says. “The data doesn’t know whose kids play on the same sports team.”

Whitebox employees are also judged on how well they embrace the company’s core values, such as integrity, tenacity and coachability. Some of those values may require more-subjective judgments that can be more important than hitting quantifiable goals. 

Pruitt admits that there were occasions when he looked the other way with a few individuals who were “hitting it out of the park,” even though he believed they lacked integrity. But eventually, he had to let them go and the company lost money.

“They really came back to bite me,” Pruitt says.

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Grades Are Good

Diane Dooley, CHRO of Iselin, N.J.-based World Insurance Associates LLC, also believes establishing quantitative methods to gauge employees’ performance is essential. “We are living in a world of data analytics,” she says. The broker’s roughly 2,000 employees are rated on a scale of 1 to 5.

World Insurance has taken numerous steps to remove bias from reviews. For example, last year the company conducted unconscious-bias training to help managers separate personal feelings from performance reviews. And all people managers convene to go over the reviews they’ve conducted. Dooley says that process gives everyone a chance to discuss why an employee was given a certain rank and to question some decisions. “We want to make sure we’re using the same standards,” she explains.

Currently, World Insurance conducts reviews only once a year because it has been on an acquisition binge and there hasn’t been time to institute a more frequent schedule. That will change eventually, says Dooley, who adds that she wants to introduce department grids that show how an employee’s rank compares to others’ on the team. 

“It’s just a tool that helps the department or the division understand where their people are and how we can help them collectively,” says Dooley, who has used the system at other companies. 

Dooley says she isn’t worried about World Insurance holding reviews only annually, because good managers regularly check in with their employees regardless of how frequently reviews are mandated.

Such conversations can easily fall through the cracks, however. “Managers want to manage the employees, but they get so caught up in the company’s KPIs [key performance indicators] and making sure that they’re doing everything that they need to do,” says Jennifer Currence, SHRM-SCP, CEO of WithIn Leadership, a leadership development and coaching firm in Tampa, Fla. “It’s hard to set aside the time.” 

WTW’s Jennings adds that managers sometimes avoid initiating conversations with employees who are not performing well. Such discussions are often difficult, and managers may not feel equipped to conduct them. 

“Having to address underperformers is hard work,” Jennings says. 

Additionally, experts say, coaching managers to engage in such sensitive discourse can be expensive and time-consuming.

Improve Your Performance Reviews

H ere’s how to make the review process more ­palatable for both managers and their direct reports:

  • Don’t limit conversations to once or twice per year. Every team is different, so leaders should decide what schedule is most appropriate for their departments. However, it’s important to deal with any problems as they arise; don’t let them fester.
  • Set performance goals and expectations at the beginning of the year so employees understand their responsibilities. This helps lend objectivity to the process by introducing measurable targets. However, the goals should be adjusted if there are major changes to the business or an employee’s circumstances. 
  • Explain how each employee’s position, as well as each department, fits into the company’s overall ­strategy. This will help employees understand why their job matters and why it’s important.
  • Simplify the process. There’s no need for a ­double-digit number of steps or numerous
  • questions that require long-winded answers. 
  • Consider a 360-degree approach. Input from employees’ colleagues or from other managers can help give a fuller picture of employees’ capabilities and contributions.
  • Eliminate proximity bias. You may not see some employees as often as others, especially if they work remotely, but that doesn’t mean they’re not working hard. 
  • End recency bias, which is basing a review on an employee’s most recent performance while ignoring earlier efforts. Don’t let recent mistakes overshadow the employee’s other impressive accomplishments.
  • Solicit feedback from employees. Reviews should be a two-way conversation, not a lecture.
  • Train managers to give advice calmly and helpfully. This is especially important when leaders must call out an employee’s subpar performance. 
  • Don’t discuss compensation during reviews. Employees are likely to be so focused on learning about a raise or bonus that they won’t pay much attention to anything else.

Increase Conversations

Finding the right formula for performance reviews is tricky. The company’s size, values, industry and age all play a role. Currence says businesses need to think about the frequency and purpose of these meetings. Some managers may have weekly discussions with their direct reports, but the conversations might center on status updates as opposed to performance. 

“We need to have more regular conversations,” Currence says. “There has to be a happy balance.”

San Jose, Calif.-based software maker Adobe Inc. was a pioneer when it eliminated annual reviews in 2012 after employees said assessments that look backward weren’t useful and managers lamented how time-consuming they were. Instead, Adobe introduced quarterly check-ins and did away with its numerical ratings system, even though the company is “data-driven,” according to Arden Madsen, senior director of talent management.

Screen Shot 2023-03-15 at 85749 AM.png

Adobe’s system has changed over the years as the company grew from about 11,000 employees in 2012 to around 28,000 today. In the beginning, employees were not asked a universal set of questions and the information gathered was not stored in a central place accessible to all. In 2020, Adobe instituted three or four questions that must be asked at each quarterly meeting, one of which is whether the employee has feedback for the manager. Other topics covered depend on the employee, their role and their goals.

Madsen says asking consistent questions and making reviews easily accessible are important, as internal mobility within the company has grown. 

Adobe, like many businesses, separates conversations about performance from discussions about raises and bonuses, even though they’re intertwined. 

“Money is so emotionally charged,” says WithIn Leadership’s Currence. “When we tie performance review conversations with money, we as human beings do not hear anything about performance. We only focus on the money.”    

Theresa Agovino is the workplace editor for SHRM.

Illustrations by Neil Jamieson.

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AI helps boost creativity in the workplace but still can't compete with people's problem-solving skills, study finds

  • Artificial intelligence is disrupting professional workplaces with systems like ChatGPT and Gemini.
  • A study found that people mistrust AI for the wrong reasons while trusting it for tasks where it might mess up.
  • AI boosts performance in creative tasks but performs poorly in problem-solving, the study found.

Insider Today

Artificial intelligence is coming to change your workplace .

The rapidly evolving technology has already started to disrupt day-to-day activities in professional settings, and leaders at the forefront of the AI revolution have been clear about how they hope to implement systems like ChatGPT and Gemini into the mainstream workflow.

But while many employees may be cautiously skeptical about the impending AI overhaul, a recent study found that people are actually mistrustful of artificial intelligence for the wrong reasons while frequently trusting in the technology for tasks it's more likely to mess up.

The September 2023 study, which is titled " How People Can Create—and Destroy—Value with Generative AI ," was spearheaded by François Candelon, the managing director and senior partner at consulting company Boston Consulting Group.

The study's findings are back in the news this week after Candelon sat down with the Wall Street Journal's Executive Insights podcast to discuss generative AI in the workplace.

Candelon partnered with talent from top universities like MIT, Wharton, Harvard Business School, and the University of Warwick, and used his consulting company's own employees to execute the experiment, which he told The Journal was inspired by his desire to figure out how humans and AI can work together to help businesses.

The more than 750 study participants were given real tasks, including "creative product innovation" assignments. The participants were instructed to use OpenAI tool GPT-4 to help them with tasks like pitching the shoe concepts to their boss, coming up with focus group questions, and executing a successful social media rollout, Candelon said.

The study found that people using AI faired much better than those working without it when it came to creative product innovation tasks. About 90% of the participants improved their performance when using AI for any task involving ideation and content creation.

Participants also converged on a performance level that was 40% higher than those working on the same task without GPT-4, according to the study.

The most benefits were seen when people didn't try to change or improve the technology's output suggestions, accepting GPT-4's suggestions as is, the study found.

But there are still some tasks where humans have the edge. People's problem-solving skills far outweigh the help offered by AI, Candelon said.

The study found that generative AI actually persuaded several participants to accept GPT's misleading output, even when they had been briefed on the possibility of wrong answers.

Participants who used AI for problem-solving tasks performed 23% worse than those who didn't use the tool at all, according to the study.

The "double-edged sword" that is generative AI, with its "relatively uniform output," can also reduce a group's diversity of thought by 41%, the study found.

But Candelon stressed to The Journal that AI is exceedingly powerful and, ultimately, unavoidable.

"There is this famous quote saying that humans won't get replaced by AI. They will get replaced by humans using AI," he told the outlet.

Candelon said the study shows that data will become even more important with generative AI in the workplace, forcing people to revisit their workflows and figure out places for human and AI collaboration.

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Watch: AI will drive personalization, not creativity, says Roku's VP of growth marketing, Sweta Patel

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How far can cities go to clear homeless camps? The U.S. Supreme Court will decide

Jennifer Ludden at NPR headquarters in Washington, D.C., September 27, 2018. (photo by Allison Shelley)

Jennifer Ludden

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A man named Frank sits in his tent with a river view in Portland, Ore., in 2021. A lawsuit originally filed in 2018 on behalf of homeless people in the Oregon city of Grants Pass is set to go before the U.S. Supreme Court in April. Paula Bronstein/AP hide caption

A man named Frank sits in his tent with a river view in Portland, Ore., in 2021. A lawsuit originally filed in 2018 on behalf of homeless people in the Oregon city of Grants Pass is set to go before the U.S. Supreme Court in April.

In April, the U.S. Supreme Court will hear a major case that could reshape how cities manage homelessness. The legal issue is whether they can fine or arrest people for sleeping outside if there's no shelter available. The 9th U.S. Circuit Court of Appeals has deemed this cruel and unusual punishment, and this case is a pivotal challenge to that ruling.

The high court declined to take up a similar case in 2019. But since then, homelessness rates have climbed relentlessly. Street encampments have grown larger and have expanded to new places, igniting intense backlash from residents and businesses. Homelessness and the lack of affordable housing that's helping to drive it have become key issues for many voters.

The case, Grants Pass v. Johnson , could have dramatic implications for the record number of people living in tents and cars across the United States.

An Oregon town banned camping and the use of sleeping bags and stoves on public property

In the small city of Grants Pass, Ore. , homeless people say the city broke the law when it aggressively tried to push them out over the past decade. To discourage people from sleeping in public spaces, the city banned the use of stoves and sleeping bags or other bedding. But during several years when she had lost housing, Helen Cruz says she needed to live in city parks because they're close to the jobs she had cleaning houses.

"We're not out there because we want to be," she says. "We don't have a choice. There's no place to go."

Grants Pass has no homeless shelter that's open to everyone. A religious mission takes in a few who agree to attend services. That left Cruz racking up thousands of dollars in fines, which she remains unable to pay.

"And I keep getting mail from Josephine County court saying, 'You owe this. If you don't pay this, it's going to collections,'" she says, "which has destroyed my credit."

Charges dropped against Ohio pastor who housed homeless people at his church

Charges dropped against Ohio pastor who housed homeless people at his church

A lawsuit originally filed in 2018 on behalf of homeless people in Grants Pass said the situation there was part of a larger crisis, as homelessness rates around the U.S. were high and growing. It accused the city of trying to "punish people based on their status of being involuntarily homeless." The 9th Circuit agreed, saying the city could not ban people from sleeping outside with "rudimentary protection from the elements" when there was nowhere else for them to go.

The same appeals court also sided with homeless people in a landmark 2018 case out of Boise, Idaho, which the Supreme Court later declined to take up.

Critics say the Grants Pass ruling is a major expansion over the Boise one, since it forbids not just criminal penalties but civil ones. Advocates for homeless people don't see much difference, since some in Grants Pass who couldn't pay their fines were eventually jailed.

Grants Pass petitioned the Supreme Court. And its appeal has drawn support from dozens of local and state officials across the West and elsewhere who urged the justices to take this case. Among those filing such friend-of-the-court briefs are Republican -led states like Idaho, Montana and Nebraska and Democratic-led cities like Los Angeles and San Francisco, plus a separate brief from California Gov. Gavin Newsom .

Officials say the law has paralyzed their efforts to manage a public safety crisis

States and cities contend these rulings have contributed to the growth of tent encampments.

"These decisions are legally wrong and have tied the hands of local governments as they work to address the urgent homelessness crisis," Theane Evangelis, the attorney representing Grants Pass , said in a statement. "The tragedy is that these decisions are actually harming the very people they purport to protect."

Evangelis and others say sprawling tent camps pose a threat to public health and safety. Those living in them often face theft or assault and are at risk of being hit by passing vehicles. And they note that encampments have led to fires, disease, environmental hazards and high numbers of people overdosing on drugs and dying on public streets.

Homelessness in the U.S. hit a record high last year as pandemic aid ran out

Homelessness in the U.S. hit a record high last year as pandemic aid ran out

'Frustration all across the board.' A day with homelessness outreach workers in LA

'Frustration all across the board.' A day with homelessness outreach workers in LA

"It's just gone too far," California Gov. Gavin Newsom said last year at a Politico event in Sacramento. "People's lives are at risk. It's unacceptable what's happening on the streets and sidewalks. Compassion is not stepping over people on the streets."

Critics also say the 9th Circuit's rulings are ambiguous and have been interpreted too broadly, making them unworkable in practice.

"We need to have clarity," says Seattle City Attorney Ann Davison, who wrote a legal brief on behalf of more than a dozen other cities plus the National League of Cities.

For example, what exactly constitutes adequate shelter? And what about when a bed is open, but someone refuses to go? Local officials say that this happens a lot, and some acknowledge that people might have good reasons to not want to go to a shelter. Yet Davison says court rulings essentially require cities to build enough shelter for every person without housing, something many places can't possibly afford.

They also argue that homelessness is a complex problem that requires balancing competing interests, something local officials are better equipped to do than the courts.

"We are trying to show there's respect for the public areas that we all need to have," Davison says. "And we care for people, and we're engaging and being involved in the long-term solution for them."

Advocates say punishing homeless people won't solve the problem

Attorneys and advocates for the homeless plaintiffs argue that the 9th Circuit rulings are far narrower and less restrictive than cities claim.

"It's interesting to me that the people in power have thrown up their hands and said, 'There's nothing we can do, and the only solution we can think of is to arrest people,'" says Jesse Rabinowitz of the National Homelessness Law Center. "That's simply not true."

He and others say the rulings do allow cities to regulate encampments. They can limit the time and place for them, ban the use of tents, even clear them out. And plenty of cities do that, though they often face lawsuits over the details of what's allowed.

Housing is now unaffordable for a record half of all U.S. renters, study finds

Housing is now unaffordable for a record half of all U.S. renters, study finds

Grants Pass did what's not allowed, which is ban camps everywhere all the time, says Ed Johnson of the Oregon Law Center, which represents those suing the city. He says that would basically make it illegal for people to exist.

"It's sort of the bare minimum in what a just society should expect, is that you're not going to punish someone for something they have no ability to control," he says.

The reason they can't control being homeless, Johnson says, is because Grants Pass — like so many cities around the U.S. — has a severe housing shortage and unaffordable rents. He says that cities are blaming the courts for decades of failed housing policies and that fining and jailing people only makes the problem worse.

"When we criminalize people, we know it impacts their ability to get a job," says Ann Oliva, CEO of the National Alliance to End Homelessness. "It impacts their ability to get housing in the long run if they have a criminal record."

Some cities that side with Grants Pass say they have invested heavily to create more affordable housing, even as homelessness rates keep going up. That's a long-term challenge they'll still face, whatever the Supreme Court decides.

  • grants pass
  • affordable housing
  • homelessness
  • Supreme Court

IMAGES

  1. 15 Adult Problem Solving Worksheets PDF / worksheeto.com

    problem solving in the workplace worksheet

  2. seven steps for effective problem solving in the workplace

    problem solving in the workplace worksheet

  3. Problem Solving in the Workplace Sheet.pdf

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  4. 16 Problem Solving Worksheets For Adults / worksheeto.com

    problem solving in the workplace worksheet

  5. Problem Solving in the Workplace

    problem solving in the workplace worksheet

  6. Problem Solving Skills Worksheets

    problem solving in the workplace worksheet

VIDEO

  1. Smart Methods To Creative About Improving Problem Solving- FM Lunch Hour

COMMENTS

  1. Team Building Exercises

    Exercise 1: Lost at Sea* In this activity, participants must pretend that they've been shipwrecked and are stranded in a lifeboat. Each team has a box of matches, and a number of items that they've salvaged from the sinking ship. Members must agree which items are most important for their survival. Tip:

  2. Problem Solving Packet

    worksheet Guide your clients and groups through the problem solving process with the help of the Problem Solving Packet. Each page covers one of five problem solving steps with a rationale, tips, and questions. The steps include defining the problem, generating solutions, choosing one solution, implementing the solution, and reviewing the process.

  3. Problem Solving

    Problem Solving 1 Define Your Problem Before you define a problem, it might feel vague or confusing. Writing out your problem will help to organize information, see it from new angles, and identify the most important issues. When and where does your problem occur? What are the causes of your problem? Think about all the possible causes.

  4. PDF Problem Solving and Critical Thinking

    21. Praise, Criticism, or Feedback JUST THE FACTS: In a work setting, we give and receive many different types of information. The purpose of this activity is to help participants determine the differences between criticism, praise, and feedback - not only how to offer it, but how to receive it as well. Time 20 minutes Materials

  5. 10 Best Problem-Solving Therapy Worksheets & Activities

    10 Best Problem-Solving Therapy Worksheets & Activities 22 Oct 2021 by Jeremy Sutton, Ph.D. Scientifically reviewed by Gabriella Lancia, Ph.D. Humans are excellent problem-solvers, born with an innate ability to find solutions to day-to-day challenges.

  6. PDF Lesson Problem Solving and Critical Thinking

    Part 2 - Problem Solving on a Work Team (30 minutes) 1. Problem solving by yourself may be challenging. However, working together on a team may be even more difficult. One bad attitude or large ego can derail the problem solving process. It requires different skills than solving a problem as an individual. The purpose of this activity is

  7. 15 Problem-Solving Games and Activities for the Workplace

    15 Problem-Solving Games and Activities for the Workplace Indeed Editorial Team Updated September 28, 2023 Problem-solving is a transferable skill professionals can use in any career. Many companies encourage teams to take part in problem-solving games to enhance this skill in the workplace.

  8. Problem Solving Strategies for the Workplace [2023] ‱ Asana

    1. Identify the problem that needs to be solved One of the easiest ways to identify a problem is to ask questions. A good place to start is to ask journalistic questions, like: Who: Who is involved with this problem? Who caused the problem? Who is most affected by this issue? What: What is happening? What is the extent of the issue?

  9. How to Run a Problem-Solving Meeting

    1 Analyze a situation and its causes. The first step to resolution is identifying the actual root cause of the issue at hand. The key word here is "root.". It may take some time to investigate the situation and learn that the "obvious" source of the issue is actually not causing the problem.

  10. PDF Problem Solving Worksheet

    Form Problem Solving Worksheet The problem-solving skill helps you break down overwhelming sets of problems into more manageable chunks, prioritize which to work on first, and decide what action is best to take. 1. DEFINE THE PROBLEM: What is the problem you want to work on first?

  11. What is problem solving? And why is it important at work?

    A good problem-solving definition might be finding solutions to difficult or complex issues. In practice, however, solving problems in the workplace is a little more immersive than that. In the workplace, problem-solving includes a variety of tools, resources, and techniques to: Identify what's not working. Figure out why it's broken.

  12. Problem Solving At Work Teaching Resources

    Practice problem solving at work with these work scenario task cards and guide sheet. Help students break down each individual problem to come to the solution. Ideal for the transition or life skills special education classroom. Use to guide class discussions, as a warm-up, or as a center activity! Included are 20 different problem scenarios ...

  13. Psy110 v5 wk4 problem solving worksheet

    Problem Solving Worksheet Overview. In this worksheet, you will complete 4 steps to apply problem-solving strategies that help you address a problem you are facing at work or school. The steps are as follows: Take some time to identify a work- or academic-related problem in your life. Please be mindful that identifying the actual problem can ...

  14. 15 Communication Exercises and Games for the Workplace

    A lot of team situations are about creativity. We each have unique experiences, competencies, and viewpoints, the way we collaborate inevitably decides whether we synergize or fall flat. Here are two activities that will help your team work together creatively to solve a problem, as well as one about the role of silence. 1. Crazy Comic

  15. Problem Solving Worksheet

    Problem-solving is the process of defining a problem, identifying its root cause, prioritizing and selecting potential solutions and implementing the chosen solution. The underlying theories behind this worksheet include the principles of cognitive-behavioral theories and problem-solving theories. The relevant therapies may include:

  16. 14 Conflict Resolution Strategies for the Workplace

    The conflict resolution method and collaborative problem-solving are generalized approaches to conflict resolution when two or more parties are willing to work together on an issue. 6 Methods and Approaches to Apply in the Office. Lipsky, Seeber, and Fincher (2003) provide approaches to work through issues that erupt in work settings. 1.

  17. PDF Problem-Solving Worksheet

    Problem-Solving Worksheet The problem-solving skill helps you break down overwhelming sets of problems into more manageable chunks, prioritize which to work on first, and decide what action is best to take. 1. DEFINE THE PROBLEM: What Is the problem you want to work on first?

  18. PDF Problem Solving Worksheet

    Step 1. Identify the Problem Break it down into smaller steps and decide what you need to action first. Step 2. Brainstorm and write down as many ideas as you can that might help solve the problem, no matter how silly they seem - don't dismiss any possible solutions. Step 3. Consider the pros and cons of each possible solution, using a ...

  19. Problem Solving Lesson Plan

    The Problem solving in practice interactive worksheet introduces some of the themes from the full lesson plan and gives students some practical strategies for problem solving, including introducing the six stages of problem solving. The worksheet can be printed or completed digitally, so can be used flexibly to give students practise putting ...

  20. PDF Problem Solving Styles

    logical problem-solving approach. An . intuitive thinking problem solving style. is one in which you solve problems based on gut-level reactions. You tend to rely on your internal signals. You identify and choose a solution based on what you feel is the best possible solution for everyone involved. You do not spend a

  21. Problem-Solving Worksheet

    Step 1: Define the problem and set realistic goals. Now that your mind and body are ready to work on your problems, we'll focus on the first Planful Problem-Solving step: Define the problem and set realistic goals. Reminder: Defining the problem inaccurately may lead your problem-solving efforts away from your goal.

  22. Problems at work: ESL/EFL Lesson Plan and Worksheet

    45 min Problems at work Share Level: Elementary (A1-A2) Type of English: Business English Tags: desk work problems at work work adjectives problems and solutions Vocabulary lesson Publication date: 09/12/2018 The theme of this elementary+ lesson plan is work-related problems. Activities cover office, company and personal work problems.

  23. 7 Power Skills That Are in Demand in 2024 and How You Can ...

    Creating teams of individuals with unique backgrounds may help your organization solve problems faster, increase innovation, and become more efficient. 7. Emotional intelligence. As a positive work-life balance becomes increasingly important for employees worldwide, so does the need for emotional intelligence.

  24. Find the AI Approach That Fits the Problem You're Trying to Solve

    Summary. AI moves quickly, but organizations change much more slowly. What works in a lab may be wrong for your company right now. If you know the right questions to ask, you can make better ...

  25. 4 Conflict Resolution Worksheets For Your Practice

    References 2 Useful Conflict Resolution Worksheets Conflict - problems, issues, troubles, dilemmas, tough decisions, etc. - generally emerge in one or more of the following three areas (adapted from Kellermann, 1996): Intrapsychic conflicts - pulls and tugs within a person's array of feelings, desires, thoughts, fears, and actions

  26. The Performance Review Problem

    The Performance Review Problem. As the arcane annual assessment earns a failing grade, employers struggle to create a better system to measure and motivate their workers. After an annual review ...

  27. AI Boosts Creativity, Can't Match People's Problem-Solving Skills: Study

    AI helps boost creativity in the workplace but still can't compete with people's problem-solving skills, study finds. Generative AI is coming to change your workplace. Artificial intelligence is ...

  28. Supreme Court: Can cities fine, arrest homeless people sleeping outside

    Paula Bronstein/AP. In April, the U.S. Supreme Court will hear a major case that could reshape how cities manage homelessness. The legal issue is whether they can fine or arrest people for ...

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    31 likes, 0 comments - the_mastermind_yamya_2050 on October 1, 2023: "Here's a simple DIY worksheet to work on directions and coding for kids. This activity Develops ..." 🌍The MasTeRminD YamYa🌍|à€–à„à€Š à€žà„€à€–à„‡à€‚,à€”à€°à„‹à€‚ à€•à„‹ à€­à„€ à€žà€żà€–à€Ÿà€à€‚ on Instagram: "Here's a simple DIY worksheet to work on directions and ...