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PROBLEMS OF PRACTICE
USING PROBLEMS OF PRACTICE AS A SOURCE OF LEADER’S INQUIRY
Working triads, you will select from one of the Problems of Practice brought forward. Using the
Collaborative Problem Solving process, your triad will discuss the problem, identify the root
cause, identify practices that could result in the root cause, list what you believe is needed to
solve the problem, list possible actions, and list plausible actions.
PROTOCOL FOR COLLABORATIVE PROBLEM SOLVING
The following steps will help guide you through a process for working through the issue,
problem or challenge that emerging from the problem-based case.
1. Read and analyze the Problem of Practice. Check your understanding of the
problem by discussing it with your group. Do you all have a clear, shared
understanding of the problem as articulated?
2. List what is known. Start a list in which you write down everything you know
about this problem. Begin with the information contained in the problem. Add
knowledge and experience that you each bring. (You may want a column of
things people think they know, but are not sure!)
3. Articulate what you believe to be the source of the problem. Generate a
problem statement from your analysis of the situation and your identification of
the source of the problem. In one or two sentences you should be able to describe
what you believe to be the root cause or source of the problem that you are trying
to solve. The problem statement may have to be revised as new information is
discovered and brought to bear on the situation.
4. List what is needed. Prepare a list of questions you think need to be answered to
solve the problem. Record them under a second list titled: "What do we need to
know?" “What we need to learn to solve this problem?”
5. Consult expertise. What research literature could you consult to assist you in
solving this problem? Consult the literature and expertise of the group.
6. List possible actions. List recommendations, solutions, or hypotheses under the
heading: "What should we do?" List actions to be taken. (Back these up with
evidence).
7. List plausible actions. From the list of possible actions, rank the actions that are
most plausible.
8. Consider how you might enact the actions. Identify two to three ways you
might be able to enact your top two plausible actions. (Now you are into
Timperley’s Cycle of Inquiry.)
2014 Galileo Educational Network
Werklund School of Education
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PROTOCOL FOR COLLABORATIVE PROBLEM SOLVING
1. Briefly document the Problem of Practice.
Read and analyze the Problem of Practice. Check your understanding of the problem
by discussing it with your group. Do you all have a clear, shared understanding of the
problem as articulated?
2. List what is known. Start a list in which you write down everything you know about this
problem. Begin with the information contained in the problem. Add knowledge and
experience that you each bring. (You may want a column of things people think they
know, but are not sure!)
Sure
Not Sure
2014 Galileo Educational Network
Werklund School of Education
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3. Identify what you believe to be the source of the problem. Generate a problem
statement from your analysis of the situation and your identification of the source of the
problem. In one or two sentences, you should be able to describe what you believe to be
the root cause or source of the problem that you are trying to solve. The problem
statement may have to be revised as new information is discovered and brought to bear on
the situation.
4. List what is needed. Prepare a list of questions you think need to be answered to solve
the problem.
Questions That Need To Be Answered
What Do We Need to Know/Learn
2014 Galileo Educational Network
Werklund School of Education
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5. Consult expertise. What research literature could you consult to assist you in solving
this problem? What expertise resides in your group.
6. Brainstorm possible actions. Brainstorm recommendations, solutions, or hypotheses
under the heading: "What should we do?" List actions to be taken. (Back these up with
evidence).
2014 Galileo Educational Network
Werklund School of Education
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7. List plausible actions. From the brainstormed list of possible actions, rank the actions
that are most plausible.
8. Consider how you might enact the actions. Identify an action plan to enact your top
two plausible actions. (Now you are into Timperley’s Cycle of Inquiry.)
Plausible Action
Action Plan
1.
2.
2014 Galileo Educational Network
Werklund School of Education