Composition

complete your Thinking Map and/or Graphic Organizer.
Come up with as many possible Solutions as possible. Then assess the consequences of each possible solution. Follow the questions on the Thinking Map. Arrive at a Solution. Copy and Paste into the Submission window.
Defining the Problem
Before we can actively engage in solving a problem, we need to establish clearly what that problem in. To help us in understanding the whole problem, our Thinking Map begins with these questions:
1. Why is there a problem?
a. What is the present situation?
b. What purpose, interest or need makes it important now to improve on the present situation?
Let’s say that the problem you want to solve is that “you are unhappy in your current relationship.” That is a problem, but it’s big, sloppy, and vague. We can sharpen in up by asking those Thinking Map questions:
1. Why is there a problem?
a. What is the present situation? We fight all the time, I’m constantly jealous, and he/she doesn’t seem to care about what I’m feeling.
b. What purpose, interest or need makes it important now to improve on the present situation? I’m afraid that if we don’t do something soon to fix this relationship, that we will drift apart and lose what we have.
2. Follow by defining your problem in one or two sentences.
Reading this, you can see how much more clearly you think about problems when you put them in words, and answer sharp questions. Some other questions you might ask when defining your problem for the Monday homework are these:
• the reasons why you believe this is a serious problem, the persons that are affected by it, and what will happen if the problem is not solved;
• the persons that are responsible for implementing a solution; for example, your parents, your boss, the mayor, Congress;
• what (if anything) has been done in the past to deal with this problem; and
• why these previous attempts to deal with the problem have failed.
If you run your problem through all of these questions, you will have a much clearer idea of what, exactly, the problem is.Thinking Map: Skillful Problem Solving
1. Why is there a problem?
a. What is the present situation?
b. What purpose, interest or need makes it important now to improve on the present situation?
2. What is the problem? Define it as completely as you can.
3. What are all of the possible solutions to the problem?
List as many as you can think of, no matter how outlandish. Think outside the box. Don’t think at this point about feasibility or consequences. Brainstorm!
4. For each possible solution, consider the consequences of such action. What are the consequences, and how important are they? Consider these two questions for each of the possible solutions before you arrive at a preference.
5. Based on this information, what is the best solution to the problem?

Second, complete your Thinking Map and/or Graphic Organizer.
Come up with as many possible Solutions as possible. Then assess the consequences of each possible solution. Follow the questions on the Thinking Map. Arrive at a Solution. Copy and Paste into the Submission window.
Together, both parts of your homework should resemble this:
Thinking Map: Skillful Problem Solving
1. Why is there a problem?
a. What is the present situation? See note above about coworker’s actions and activities.
b. What purpose, interest or need makes it important now to improve on the present situation? I feel that this undermines my position in delivering quality and safety to the company and the end client.

2. What is the problem? Define it as completely as you can. Coworker’s poor attitude, laziness, disregard of safety rules, drunkenness, inappropriate practical jokes, and use of equipment for moonlighting.

3. What are all of the possible solutions to the problem?
List as many as you can think of, no matter how outlandish. Think outside the box. Don’t think at this point about feasibility or consequences. Brainstorm! – These are actual consequences suggested by students:

• Go above the Operations Director’s head. Impress on CEO or whoever that this worker will have an impact on overall company performance/profits. Show that it will cost the company money. Money matters, especially at the top. Going over the O.D.’s head may create an enemy, though. How important is this consequence? Depends on the personality of the O.D. If he is a mean, grudge-carrying S.O.B., getting him as an enemy might not work well. Again, importance of consequence depends on unknown here.
• Talk to his cousin about the coworker’s performance. Make him aware that this is reflecting badly on him, too. His, the cousin’s reputation is at stake, too.
Might work to talk to cousin, depending on personality of the cousin. Would the cousin then be able to change the behavior of the coworker? Depends; can’t tell from information here.
• Document, with notes, testimony of other witnesses, camera, video, recording, with dates and times of incidents. Regardless of which course you take, you will need to do this. If you have good, hard evidence, you will be in a stronger position if push comes to shove.
• Report violations to OSHA, and get the government on the case. Surely they have rules about drunken workers on the site. Consequence of this might be good; getting the government involved sometimes works, because they have deep pockets and limited tolerance for dangerous situations in the workplace. But it could backfire, getting you in trouble for calling in the Feds. Depends on how dangerous the drunken coworker’s actions are.
• Make it known to the coworker that you don’t appreciate his violations. Call him out on it each time he misbehaves or smells like liquor. Making a misbehaving employee own his actions is always a good idea. Even if you can’t enforce it, making it known that his actions are dangerous and obnoxious takes some of the fun out of it for him.
• Make physical threats to him, perhaps backed up by other employees. Simple, direct, might work, but could blow up in your face. Too much downside?
• Let the air out of his tires every day he screws up.
• Simple, direct, might work, but could blow up in your face. Too much downside?
• Make the work area so unpleasant for him that he would rather find another job. Simple, direct, might work, but could blow up in your face. Too much downside?
• Hire a hit man or enforcer to break his legs. Ahh, the Tony Soprano method. Well, it works for mobsters. . .

4. For each possible solution, consider the consequences of such action. What are the consequences, and how important are they? Consider these two questions for each of the possible solutions before you arrive at a preference. (See comments in this color above.)

5. Based on this information, what is the best solution to the problem? Much of the final decision will depend on your own personality. If you’re a non-violent, non-confrontational person, you’re not going to hire a leg breaker, no matter how delightful it is to imagine.

For me, I’d begin with keeping a record, collecting evidence, and I’d call him out on each violation, each whiff of alcohol on his breath. My experience is that bullies enjoy pushing people around, and if you push back, they seek easier targets elsewhere