PROBLEM SOLVING EXERCISE
PROBLEM SOLVING EXERCISE
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FUNCTIONAL COMPETENCY
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Apply the RCMP's community policing problem solving model CAPRA to the problem outlined in the following scenario.
The coordinator of the local police services fitness club has heard rumors that some members are finding that lunch time aerobic and weight training sessions are extremely noisy and crowded. Questions of appropriate dress have also been raised.
1. Who are the clients?
2. What seems to be the problem? What are the issues?
3. What are your clients' perspectives on the problem? (Needs, demands, expectations)
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ACQUIRING AND ANALYZING INFORMATION
4. What additional information is required?
5. What/Who are the sources for that information?
6. Who are your potential partners in defining the problem and acquiring the information?
7. How will you acquire and analyze the information in partnership, where possible and appropriate?
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The coordinator went into the lunch time class and asked the participants as a group whether they had any problems with the Club's dress code, sharing space and noise.
Everyone agreed that all were dressed appropriately for working out. When one member suggested that space was indeed a problem, the other participants agreed. One participant mentioned that turning the volume of the music down would help the situation. Some supported the suggestions, while others insisted that loud music increased their motivation and enjoyment.
8. Given the information provided, how would you redefine the problem? With which partners?
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9. What alternative strategies are available to address the problem?
10. What would be your primary response?
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The coordinator analyses the information he received during his consultation with the membership and decides to have the weight trainers attend the club Mondays, Wednesdays and Fridays of one week and Tuesdays and Thursdays of the following week. The aerobics class would meet on alternate days. This would ensure that both groups had the same number of training sessions. He also decides that the volume of music should be maintained at a reasonable level.
The coordinator posts his decision on the bulletin board. Within two weeks half of his membership has left.
11. What criteria would you use to determine whether your response was successful?
12. What was the response selected by the coordinator of the Fitness Club?
13a. How well did the response work in light of the criteria of evaluation that you established in #ll?
13b. What worked, what didn't work? How could the response have been improved?
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11.The increased satisfaction of clients as demonstrated through fewer complaints and positive feedback. Increase in membership due to improved conditions.
12. To have the weight trainers attend the club Mondays, Wednesdays and Fridays of one week and Tuesdays and Thursdays of the following week and have the Aerobics Club meet on alternate days. To have the volume of music maintained at a reasonable level.
13a. Not well, since the membership was cut in half within two weeks.
b. Consultation with the clients in defining the problem worked very well. However, the clients were not consulted in generating the solutions.In future, clients should be consulted at the problem definition, information gathering, generation of responses and assessment stages (CAPRA).
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9a. Have the weight training and aerobics classes alternate days. Because this would give one group three days and the other two days a week, have this extend from week to week.
b. Determine whether there is other space available, so that classes could be separated.
c. Determine the cost of expanding.
d. Consult with the clients with respect to strategies that might work.
e. Rearrange the equipment to make more effective use of the space.
f. Have lunch hours scattered to allow both groups their full hour daily.
10. Cadets' selection.
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8. Dress is not an issue. Space is a problem for everyone and there is disagreement on the noise level. Lunch time members and other club members should assist in redefining the problem and generating solutions.
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ACQUIRING AND ANALYZING INFORMATION
4. Are the complaints founded? Who is complaining? How many are complaining? What is the specific nature of the complaints? (types of information). Have there been similar complaints in the past and how were they handled?
5. Lunch time members, coordinator, other club members.
6. As above (#5).
7. Survey, informal interviews.
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1. Members who participate in the lunch time fitness program (Direct Clients). The coordinator. All members are indirectly involved as decisions taken will impact on them (Indirect Clients)
2. There is general discomfort during lunch time sessions because of noise, lack of space and inappropriate dress. The issues are: noise, dress and space.
3. The clients might expect that: the number of members participating in the aerobic and weight training sessions at any one time be reduced and perhaps be separated to reduce the noise for those involved in weight training.
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© RCMP-GRC
ecdp0070.doc
May 12, 1998
Client - Thinking Skills [Problem Solving]