Solving Problems and Making Decisions Course

Standard: CITB Short Duration Standard GET3264

Duration: 1.5 days

Guided Learning Hours: 9 hours

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Course Aims

This course is designed to provide participants with the knowledge and practical techniques needed to solve workplace problems and make informed decisions within a construction environment.

Participants will learn how to investigate problems systematically, distinguish facts from assumptions and compare possible solutions using an appropriate decision-making technique. The course also considers how decisions should be implemented, communicated, monitored and reviewed.

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Course Prerequisites

There are no formal prerequisites for attending this course.

The course is suitable for practising and potential site supervisors, team leaders and employees who are preparing to take responsibility for resolving workplace problems and making decisions within construction or the built environment.

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Course Objectives

Upon completing this course, participants will be able to:

• Describe a workplace problem in detail, including its nature, scope and actual or potential impact.
• Explain how relevant information can be gathered and interpreted to identify possible solutions to a problem.
• Prepare an evidence-based summary of the available options, supported by relevant facts.
• Apply a simple decision-making technique to evaluate options and identify the most appropriate solution.
• Produce a detailed SMART action plan covering the implementation and communication of a decision, including responsibilities and resource requirements.
• Describe suitable techniques for monitoring implementation and reviewing whether the chosen solution has achieved the intended outcome.

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Course Content

Module 1: Introduction to Problem-Solving and Decision-Making

• The purpose and scope of the course.
• The responsibility of a practising or potential site supervisor when responding to workplace problems.
• The importance of using a structured and evidence-based approach.
• The relationship between problem-solving and:
  • Health and safety.
  • Quality.
  • Productivity.
  • Cost.
  • Project timescales.
  • Workplace relationships.
• Acting promptly when a problem presents an immediate risk.
• Working within organisational procedures and the limits of personal authority.
• Recognising when management approval or specialist advice is required.
• The problem-solving and decision-making process:
  • Define the problem.
  • Gather and interpret information.
  • Identify possible solutions.
  • Evaluate the options.
  • Make the decision.
  • Plan implementation and communication.
  • Monitor and review the outcome.
• Course learning outcomes and assessment requirements.

Module 2: Describing the Problem

• The importance of defining a problem before attempting to solve it.
• Describing what has happened or is currently happening.
• Establishing when and where the problem occurs.
• Identifying the people, activities, resources or objectives affected.
• Distinguishing the problem from its visible symptoms.
• Avoiding premature assumptions about the cause.
• Describing the nature of the problem, including whether it is:
  • Isolated or recurring.
  • Localised or widespread.
  • Urgent or non-urgent.
  • Operational, technical or people-related.
  • Within or outside the supervisor’s authority.
• Establishing the scope and boundaries of the problem.
• Identifying what is and is not included within the investigation.
• Assessing the actual and potential impact on:
  • Health and safety.
  • Quality and compliance.
  • Productivity and progress.
  • Cost and resources.
  • Project timescales.
  • Employees and workplace relationships.
  • Customers and other stakeholders.
• Prioritising problems according to their urgency, risk and impact.
• Producing a clear and objective problem statement.

Module 3: Gathering and Interpreting Information

• Identifying the information required to understand the problem.
• Selecting sources that are relevant to the situation, such as:
  • Workplace observations.
  • Employees and other witnesses.
  • Managers, supervisors and specialists.
  • Clients, contractors and suppliers.
  • Plans, drawings and specifications.
  • Risk assessments and method statements.
  • Quality, inspection and performance records.
  • Incident, maintenance or equipment records.
  • Organisational policies and procedures.
• Using open, closed and probing questions.
• Listening to different accounts and viewpoints.
• Gathering information from more than one source where appropriate.
• Recording information accurately.
• Maintaining appropriate confidentiality.
• Distinguishing between:
  • Facts.
  • Evidence.
  • Opinions.
  • Assumptions.
  • Unsupported claims.
• Assessing whether information is:
  • Accurate.
  • Relevant.
  • Current.
  • Reliable.
  • Sufficient.
• Identifying gaps, inconsistencies and conflicting accounts.
• Recognising possible bias.
• Comparing actual performance with the required standard.
• Identifying patterns and recurring themes.
• Using the information to identify possible causes.
• Avoiding conclusions that are not supported by evidence.

Module 4: Identifying and Summarising Possible Solutions

• Generating a reasonable range of possible solutions.
• Involving relevant people in identifying options.
• Considering solutions that address the cause rather than only the symptoms.
• Avoiding immediate reliance on the first or most obvious solution.
• Identifying whether more than one action may be required.
• Considering the option of taking no action and its likely consequences.
• Preparing an evidence-based summary of the options.
• For each option, identifying:
  • The proposed solution.
  • The facts and evidence supporting it.
  • Its likely benefits.
  • Possible disadvantages or risks.
  • Practical limitations.
  • Information or approval still required.
• Presenting the options clearly and objectively.
• Avoiding unsupported personal preferences.
• Providing sufficient information to support an informed decision.

Module 5: Evaluating Options and Making a Decision

• Why options should be evaluated systematically.
• Selecting a simple and appropriate decision-making technique.
• Possible techniques, such as:
  • Advantages and disadvantages.
  • A decision matrix.
  • Weighted decision criteria.
• Establishing criteria relevant to the problem.
• Possible criteria including:
  • Health and safety.
  • Legal and organisational compliance.
  • Quality.
  • Cost.
  • Time.
  • Resource requirements.
  • Practicality.
  • Effects on employees and stakeholders.
  • Short-term and longer-term consequences.
• Prioritising or weighting criteria according to their importance.
• Comparing each option against the same criteria.
• Using facts and evidence when scoring or comparing options.
• Considering the risks, benefits and likely consequences of each option.
• Checking that the proposed solution addresses the identified problem.
• Identifying assumptions on which the decision depends.
• Recognising where further information or specialist advice is required.
• Identifying whether the decision is within the supervisor’s authority.
• Selecting the most appropriate solution.
• Recording and explaining the reasoning behind the decision.

Module 6: Planning Implementation and Communication

• Converting the decision into a practical course of action.
• Clarifying the intended result.
• Identifying what must be completed to implement the decision.
• Breaking implementation into logical and manageable actions.
• Placing activities in an appropriate sequence.
• Identifying dependencies between actions.
• Establishing realistic completion dates.

Preparing a SMART action plan

• Ensuring that actions are:
  • Specific.
  • Measurable.
  • Achievable.
  • Relevant.
  • Time-bound.
• Identifying a clear outcome for each action.
• Describing responsibilities thoroughly.
• Identifying:
  • Who will complete each action.
  • Who is accountable for the outcome.
  • Who will provide support.
  • Who must approve any proposed changes.
• Identifying resource requirements, including:
  • People and specialist support.
  • Financial resources.
  • Time.
  • Materials.
  • Plant, tools and equipment.
  • Information and documentation.
• Identifying potential barriers to implementation.
• Considering appropriate contingency arrangements.
• Obtaining required approval before implementation.

Planning communication

• Identifying who needs to know about the decision.
• Identifying what each person or group needs to know.
• Selecting appropriate communication methods.
• Planning how to explain:
  • What has been decided.
  • Why the decision has been made.
  • What actions are required.
  • Who is responsible.
  • When the actions must be completed.
  • How progress will be reported.
• Ensuring that communication is accurate, timely and appropriate to the audience.
• Allowing questions and checking understanding.
• Recording important decisions and communications where required.
• Including communication activities within the SMART action plan.

Module 7: Monitoring and Reviewing the Outcome

• The purpose of monitoring implementation.
• Establishing the intended outcome and measures of success before implementation begins.
• Selecting monitoring techniques appropriate to the decision, such as:
  • Workplace observation.
  • Progress checks or meetings.
  • Team briefings.
  • Checklists.
  • Quality inspections.
  • Performance or productivity information.
  • Cost information.
  • Health-and-safety information.
  • Employee, customer or stakeholder feedback.
• Establishing suitable monitoring intervals and review dates.
• Comparing actual progress with the SMART action plan.
• Checking that responsibilities are being fulfilled.
• Identifying delays, barriers and unintended consequences.
• Taking or recommending corrective action when implementation falls behind.
• Communicating changes to affected people.
• Reviewing whether the solution has addressed the original problem.
• Comparing the outcome with the original success measures.
• Considering whether the decision has created any new risks or problems.
• Identifying whether further action is required.
• Recording the outcome and lessons learned.
• Applying lessons to future workplace decisions.

Module 8: Scenario-Based Practical Exercise

Participants will complete a construction-based scenario requiring them to:

• Describe the problem in detail.
• Explain its nature, scope and impact.
• Identify the information required to investigate it.
• Review and interpret information provided within the scenario.
• Distinguish facts and evidence from opinions and assumptions.
• Identify possible causes.
• Generate a range of possible solutions.
• Prepare an evidence-based summary of the options.
• Apply a simple decision-making technique.
• Select the most appropriate solution.

Participants will then produce a detailed SMART action plan that:

• Fully plans the implementation of the decision.
• Fully plans how the decision will be communicated.
• Identifies clear and appropriately sequenced actions.
• Thoroughly describes individual responsibilities and accountability.
• Identifies required people and specialist support.
• Details financial resource requirements.
• Identifies other relevant resources.
• Establishes realistic timescales.
• Identifies appropriate communication activities.
• Includes suitable monitoring and review arrangements.

The exercise is followed by:

• Review of the principal learning points.
• Completion of the five-question paper.
• Final questions and course review.

Course Assessment

Delegates must successfully complete both elements of the formal assessment.

Question Paper

Delegates must complete a five-question paper covering:

• A detailed description of a problem, including its nature, scope and impact.
• Gathering and interpreting information to identify possible solutions.
• Preparing a summary of the options supported by facts and evidence.
• Applying a simple decision-making technique to evaluate the options and arrive at the best solution.
• Describing suitable monitoring and review techniques for evaluating the outcome.

Evidence produced during the scenario-based practical exercise will be used to support the delegates’ answers.

Delegates must achieve a minimum score of 75% to pass the question paper.

Scenario-Based Practical Exercise

Delegates must demonstrate that they can:

• Plan the implementation of a decision.
• Plan how the decision will be communicated.
• Produce a detailed SMART action plan.
• Thoroughly describe responsibilities.
• Identify the people required to implement the decision.
• Identify relevant financial resource requirements.
• Identify other resources needed for implementation and communication.

Delegates must meet all the practical assessment criteria and pass the question paper to complete the course successfully.

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