Advertisement

Understanding Effective Problem Solving

  • Pauline FoundEmail author
  • Lyndon Hughes
Chapter
Part of the Measuring Operations Performance book series (MEOP)

Abstract

Over the last 25 years of Lean effective problem solving is seen as the key to a continuous improvement culture. Yet, what constitutes effective problem solving and the skills to develop it, is an often taken for granted concept in management studies. In the authors’ experience, organizations faltering in their lean transformation often cite a failure to capitalize on the benefits of problem solving as one of the primary reasons. It is our contention that there are three key elements to effective problem solving: critical thinking, motivation and knowledge; this paper reports the findings of an exploratory study that tests this assumption and focuses on the role of critical thinking in effective problem solving.

Keywords

Lean Problem solving Motivation Critical thinking Knowledge Toyota production system 

References

  1. Argyris C, Schön D (1978) Organizational learning: a theory of action perspective. McGraw-Hill, New YorkGoogle Scholar
  2. Arnold J, Cooper CL, Robertson IT (1998) Work psychology: Understanding human behaviour in the workplace, 3rd edn. Pearson Education, Harlow, UKGoogle Scholar
  3. Bailin S, Case R, Coombs JR, Daniels LB (1999) Conceptualizing critical thinking. J Curriculum Stud 31(3):285–302CrossRefGoogle Scholar
  4. Baron H, Henley S, McGibbon A, McCarthy T, Watt L (2002) Motivational questionnaire, 2nd edn. SHL, UKGoogle Scholar
  5. Brookfield SD (1987) Developing critical thinkers. Open University Press, Milton KeynesGoogle Scholar
  6. Ennis RH (1993) Critical thinking assessment. Theor Pract 32(3):179CrossRefGoogle Scholar
  7. Facione P (2009) Insight assessment: measuring critical thinking world wide. Available from http://www.insightassessment.com/home.html Accessed 14 Jan 2015
  8. Facione PA (1990) Critical thinking: a statement of expert consensus for purposes of educational assessment and instruction. Research findings and recommendations. Santa Clara University, San FranciscoGoogle Scholar
  9. Facione PA, Winterhalter MA, Facione NC, Blohm S (2008) Business critical skills test and business attitude inventory test manual. California Academic Press, San JoseGoogle Scholar
  10. Fisher A (2001) Critical thinking—an introduction. Cambridge University Press, CambridgeGoogle Scholar
  11. Francis D (1990) Effective problem solving. Routledge, GuildfordGoogle Scholar
  12. Halpern DF (2003) Thought and knowledge: an introduction to critical thinking. Lawrence Erlbaum Ass, New JerseyGoogle Scholar
  13. Herzberg F (1987) One more time: How do you motivate employees? Harvard Bus Rev 65(5):109–120Google Scholar
  14. Hunt DP (2003) The concept of knowledge and how to measure it. J Intellect Capital 4(1):100–113CrossRefGoogle Scholar
  15. Lau J (2004) What is critical thinking and why is it important? Available from http://philosophy.hku.hk/think/critical/ct.php. Accessed 14 Jan 2015
  16. Liker JK, Meier D (2006) The Toyota way field book. McGraw-Hill, New YorkGoogle Scholar
  17. Maslow AH (1948) "Higher" and "lower" needs. J Psych 25:433–436Google Scholar
  18. McClelland DC (1978) Managing motivation to expand human freedom. Am Psych 33(3):201–210Google Scholar
  19. McGregor D (1960). The human side of enterprise. McGrawHill, New YorkGoogle Scholar
  20. Mullins LJ (2005) Management and organisational behaviour. Pearson Education, HarlowGoogle Scholar
  21. Nohria N, Groysberg B, Lee L (2008) Employee motivation: A powerful new model. Harvard Bus Rev 86(7/8):78–84Google Scholar
  22. Ones DS, Viswesvaran C (1996) Bandwidth-fidelity dilemma in personality measurement for personnel selection. J Org Beh 17:609–626Google Scholar
  23. Paul R (2009) Critical thinking: where to begin. Available from http://www.criticalthinking.org/aboutCT/briefHistoryCT.cfm. Accessed 14 Jan 2015
  24. Philley J (2005) Critical thinking concepts—applications to incident investigations. Prof Saf 50(3):6Google Scholar
  25. Pink DH (2009) Drive: the surprising truth about what motivates us. Penguin Books, New YorkGoogle Scholar
  26. Porter LW, Lawler EE (1968) Managerial attitudes and performance. Dorsey Press and Richard D. Irwin, Homewood, ILGoogle Scholar
  27. Sampson DC, Moore R, Jackson MJ (2007) Critical thinking: do they really have ‘it’ if they don’t know what ‘it’ is? In: Proceedings of the allied academies international conference July 2007. Academy of Educational Leadership, 12(1):47Google Scholar
  28. Sanchez R (2004) Tacit knowledge versus explicit knowledge: approaches to knowledge management practice. Copenhagen Business School, CopenhagenGoogle Scholar
  29. Schein EH (1985) Organizational culture and leadership. Josey-Bass, San FranciscoGoogle Scholar
  30. Scriven M, Paul R (2008) Defining critical thinking. Available at http://www.criticalthinking.org/aboutCT/definingCT.cfm. Accessed 14 Jan 2015
  31. Segalla M (2010) Find the real power in your organization. Harvard Bus Rev May–June:800–801Google Scholar
  32. Vroom VH (1982) Work and motivation (Rev. edn.). Robert E. Krieger Publishing Company, Malabar, FLGoogle Scholar
  33. Womack J, Jones D, Roos D (1990) The machine that changed the world. Rawson Assoc, New YorkGoogle Scholar
  34. Womack J, Jones D (1996) Lean thinking: banish waste and create wealth in your corporation. Simon & Schuster UK Ltd, LondonGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.Buckingham Business SchoolUniversity of BuckinghamBuckinghamUK
  2. 2.Lean Enterprise Research CentreCardiff UniversityCardiffUK

Personalised recommendations