Solving Problems and Making Decisions Course

Standard: CITB Short Duration Standard GET3264

Duration: 1 Day (9 guided 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 clearly and objectively.
• Explain the nature, scope and potential impact of a problem.
• Distinguish between symptoms and underlying causes.
• Identify the people, activities and objectives affected by a problem.
• Gather relevant information from appropriate sources.
• Assess the accuracy, relevance and reliability of information.
• Distinguish facts and evidence from opinions and assumptions.
• Interpret information to identify possible causes and solutions.
• Prepare an evidence-based summary of the available options.
• Generate a range of realistic solutions.
• Apply a simple decision-making technique to evaluate different options.
• Compare solutions against agreed criteria.
• Consider the risks, costs, benefits and practical implications of each option.
• Select and justify an appropriate solution.
• Recognise when a decision falls outside their authority.
• Plan how a decision will be implemented and communicated.
• Produce a detailed SMART action plan.
• Allocate responsibilities and identify resource requirements.
• Select suitable methods for monitoring implementation.
• Review outcomes and identify whether further action is required.

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Course Content

Module 1: Understanding Workplace Problems

• Course aims, learning outcomes and assessment requirements.
• The responsibilities of a site supervisor when solving problems and making decisions.
• The importance of addressing problems promptly and systematically.
• Recognising different types of workplace problem, including:
  • Health and safety concerns.
  • Quality issues and defects.
  • Delays and productivity problems.
  • Resource shortages.
  • Equipment or material problems.
  • Communication failures.
  • Coordination difficulties.
  • Employee performance concerns.
  • Customer or contractor complaints.
• The difference between a problem, an incident and a routine operational issue.
• Recognising when immediate action is required.
• Understanding the consequences of making decisions without sufficient information.
• Working within organisational procedures and the limits of personal authority.

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Module 2: Defining the Nature, Scope and Impact of a Problem

• Describing a problem clearly and objectively.
• Identifying what has happened or is currently happening.
• Establishing when and where the problem occurs.
• Identifying who or what is affected.
• Distinguishing the problem from its symptoms.
• Identifying the possible root cause.
• Understanding the nature of the problem.
• Determining whether the problem is:
  • Isolated or recurring.
  • Localised or widespread.
  • Urgent or non-urgent.
  • Within or outside the supervisor’s control.
• Establishing the scope and boundaries of the problem.
• Assessing the actual and potential impact on:
  • Health and safety.
  • Quality.
  • Productivity.
  • Costs.
  • Project timescales.
  • Resources.
  • Employees and working relationships.
  • Customers and other stakeholders.
  • Organisational reputation.
• Prioritising problems according to urgency, risk and impact.
• Producing a clear problem statement.

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Module 3: Gathering Relevant Information

• Identifying the information needed to understand a problem.
• Selecting appropriate sources of information, including:
  • Workplace observations.
  • Discussions with team members.
  • Managers and other supervisors.
  • Clients, contractors and suppliers.
  • Project plans and work programmes.
  • Drawings and specifications.
  • Risk assessments and method statements.
  • Quality and inspection records.
  • Incident and near-miss reports.
  • Productivity and performance information.
  • Equipment and maintenance records.
  • Organisational policies and procedures.
• Asking effective questions.
• Using open, closed and probing questions appropriately.
• Listening actively to different viewpoints.
• Gathering information from more than one source.
• Recording information accurately.
• Maintaining appropriate confidentiality.
• Avoiding premature conclusions.
• Recognising gaps in the available information.
• Determining when sufficient information has been gathered.

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Module 4: Interpreting Information and Identifying Solutions

• Reviewing information in a logical and organised way.
• Distinguishing between:
  • Facts.
  • Evidence.
  • Opinions.
  • Assumptions.
  • Rumours or unsupported claims.
• Assessing whether information is accurate, current and relevant.
• Identifying inconsistencies or conflicting accounts.
• Recognising possible bias.
• Identifying patterns and recurring themes.
• Comparing actual performance with required standards.
• Using information to identify possible causes.
• Applying simple root-cause techniques, such as:
  • The five whys.
  • Cause-and-effect analysis.
  • Process mapping.
• Considering whether there may be more than one cause.
• Generating a range of possible solutions.
• Involving relevant employees and stakeholders in developing options.
• Avoiding reliance on the first or most obvious solution.
• Preparing an evidence-based summary that:
  • Describes each option.
  • Identifies the supporting facts.
  • Explains the potential benefits.
  • Identifies possible disadvantages or risks.
  • Highlights any additional information required.

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Module 5: Evaluating Options and Making Decisions

• The purpose of evaluating options before making a decision.
• Establishing clear decision-making criteria.
• Possible criteria including:
  • Health and safety.
  • Legal and organisational compliance.
  • Quality.
  • Cost.
  • Time.
  • Resource requirements.
  • Practicality.
  • Effect on employees.
  • Customer requirements.
  • Environmental impact.
  • Short-term and long-term consequences.
• Applying a simple decision-making technique.
• Using a decision matrix to compare options.
• Weighting criteria according to importance.
• Scoring options consistently.
• Comparing the potential risks and benefits.
• Considering the likely consequences of taking no action.
• Testing whether the proposed solution addresses the root cause.
• Identifying assumptions on which a decision depends.
• Consulting relevant people before reaching a decision.
• Recognising situations that require specialist advice.
• Recognising when approval from a manager or client is required.
• Selecting the most appropriate solution.
• Recording the reasons for the decision.
• Communicating a clear and evidence-based justification.

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Module 6: Planning Implementation and Communication

• Turning a decision into a practical course of action.
• Identifying the intended outcome.
• Defining what needs to be completed.
• Breaking implementation into manageable actions.
• Establishing the correct sequence of activities.
• Identifying dependencies between actions.
• Producing a detailed SMART action plan.
• Ensuring actions are:
  • Specific.
  • Measurable.
  • Achievable.
  • Relevant.
  • Time-bound.
• Allocating clear responsibilities.
• Identifying who is accountable for each action.
• Determining required resources, including:
  • Employees and specialist support.
  • Time.
  • Materials.
  • Plant, tools and equipment.
  • Information and documentation.
  • Financial resources.
• Establishing realistic completion dates.
• Identifying potential barriers to implementation.
• Developing contingency arrangements.
• Obtaining required approvals.
• Planning how the decision will be communicated.
• Identifying who needs to receive information.
• Selecting suitable communication methods.
• Explaining:
  • What has been decided.
  • Why the decision has been made.
  • What actions are required.
  • Who is responsible.
  • When actions must be completed.
  • How progress will be reported.
• Checking that the decision and required actions are understood.
• Recording important decisions and communications.

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Module 7: Monitoring and Reviewing Decisions

• The importance of monitoring implementation.
• Establishing success measures before action begins.
• Linking monitoring arrangements to the intended outcome.
• Selecting suitable monitoring techniques, including:
  • Workplace observations.
  • Progress meetings.
  • Team briefings.
  • Checklists.
  • Quality inspections.
  • Performance reports.
  • Cost information.
  • Customer or employee feedback.
  • Health and safety information.
• Establishing monitoring intervals and review dates.
• Comparing actual progress with the action plan.
• Identifying delays, barriers and unintended consequences.
• Confirming whether responsibilities are being fulfilled.
• Taking corrective action where implementation falls behind.
• Communicating changes to affected people.
• Reviewing whether the solution has resolved the original problem.
• Measuring the effect on safety, quality, productivity, cost or timescales.
• Considering whether the outcome has created any new problems.
• Gathering feedback from relevant stakeholders.
• Identifying whether further action is required.
• Recording the outcome and lessons learned.
• Applying lessons to future workplace decisions.

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Module 8: Practical Problem-Solving and Decision-Making Exercise

Participants will work through a construction-based scenario requiring them to:

• Describe the problem in detail.
• Explain its nature, scope and potential impact.
• Identify the information required to investigate the problem.
• Review and interpret information provided within the scenario.
• Distinguish facts and evidence from opinions or assumptions.
• Identify possible causes.
• Generate a range of possible solutions.
• Prepare a summary of the available options.
• Establish suitable decision-making criteria.
• Apply a simple decision-making technique.
• Select and justify the preferred solution.
• Produce a detailed SMART action plan.
• Plan the implementation of the decision.
• Identify responsibilities and resource requirements.
• Include people and financial resource requirements.
• Plan how the decision will be communicated.
• Identify suitable monitoring and review methods.
• Explain how the success of the decision will be evaluated.

The module concludes with:

• A review of the principal learning points.
• Completion of an individual workplace action plan.
• Opportunities for final questions.
• Completion of the formal question paper.

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Course Assessment

Delegates must complete an end-of-course assessment covering all learning outcomes and assessment criteria.

The assessment consists of two elements:

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Question Paper

Delegates must complete a formal five-question paper. Evidence produced during the practical exercise will be used to support answers to the questions.

The question paper covers:

• Describing a problem, including its nature, scope and impact.
• Gathering and interpreting information to identify possible solutions.
• Preparing an evidence-based summary of the available options.
• Applying a simple decision-making technique to select the most appropriate solution.
• Describing suitable techniques for monitoring and reviewing the outcome.

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

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Scenario-Based Practical Exercise

Delegates must complete a practical workplace scenario in which they:

• Plan the implementation of a decision.
• Plan how the decision will be communicated.
• Produce a detailed SMART action plan.
• Allocate responsibilities clearly.
• Identify the resources required to implement the decision.
• Include relevant people and financial resource requirements.
• Establish suitable monitoring and review arrangements.

Delegates must successfully complete both elements of the assessment to complete the course.

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