Introductory description

This is a core module for WBS Foundation Year students.

Problem-Solving is a core activity in all our daily lives, and there are many ways in which we naturally approach problems we face. Some of these approaches may be flawed, for instance when we fail to realise the biased ways we are looking at the world (biases in decision-making), considering too many options (maximising versus satisficing), failing to see the perspective of others (empathy and perspective taking), or considering the unintended or harmful downstream consequences of our actions (ethics and systems-thinking). We also often get stuck in our normal patterns of thinking and don’t look for opportunities to do things differently (creative-problem-solving). Through this module, you will learn theory and techniques that will help you sidestep these issues and become better problem-solvers, and in doing so, also improve your communication, teamwork and leadership skills.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

Lecture topics may include but are not limited to:
General communication
Conflict
Negotiation
Being a leader
Motivation (leading others and leading yourself)
Followership
General decision-making
Biases in decision-making
Ethical decision-making
Introduction to creativity and the creative person
Creative problem solving skills
Creativity in teams
Team creativity strategies
Innovation in organisations
Entrepreneurship
Innovation in society

Learning outcomes

By the end of the module, students should be able to:

• Define and accurately use different problem-solving concepts and strategies (e.g., creative problem-solving, critical thinking, systems thinking).
• Accurately identify common decision making biases.
• Differentiate between effective and ineffective behaviours in organisations related to common organisational practices, such as communication, teamwork, leadership, and followership.
• Situational awareness of problems and opportunities that require different problem-solving techniques.
• Creative problem-solving skills, including exploring problems/opportunities, generating ideas, evaluating and implementing ideas.
• Metacognition to recognize when they may fall into common decision making biases.

Indicative reading list

‘12 Cognitive Biases Explained - How to Think Better and More Logically Removing Bias - YouTube’ (no date).

‘A Deeper Understanding of Creativity at Work’ (2023) Harvard Business Review.

Buchanan, D.A. and Huczynski, A. (2019) Organizational behaviour. 10 edition. Harlow, England: Pearson.

Chmiel, N. (2008) An introduction to work and organizational psychology: a European perspective. 2nd ed. Oxford: Blackwell Pub.

Grant, A.M. (2021) Think again: the power of knowing what you don’t know. London: WH Allen.

Grint, K. (2010) Leadership: a very short introduction. Oxford: Oxford University Press.

‘Harvard Business School’s Linda Hill on Practical Skills for Today’s Leaders’ (no date).

Seelig, T. (2012) Ingenius. HarperOne.

The Secret to Leading Highly Collaborative Teams (2023) Harvard Business Review.

What does an effective leader look like? | News | Warwick Business School (no date).

Subject specific skills

Apply key communication techniques to effectively work on problems and present solutions.
Demonstrate leadership and followership skills.
Apply techniques to avoid common decision making errors (e.g., biases, unethical decisions).
Effectively apply the individual creative process to solve problems.
Effectively work together in teams to solve problems.

Transferable skills

Decide when and how to use different communication techniques.
Apply Leadership and followership skills.
Apply creative problem-solving skills.