what is 4c problem solving

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Glossary terms, history, people and definitions about Lean and Six Sigma

C4 (also written as C-4) is a method of problem solving similar to the PDCA cycle, but describes the Plan step more clearly.

It was developed by David Veech (with help from Mike Kirkby) to provide guidance to A3 templates and assist with developing people as problem solvers. It is used in conjunction with quality circles and improvement teams .

The 4 C’s stand for:

• Concern – Describe the current situation or problem that the team wants to resolve using data
• Cause – Identify all causes of the problem, using a fishbone diagram , and prioritize which ones to pursue
• Countermeasure – Identify a short-term action that may correct the root cause of the problem
• Confirm – Ensure that the countermeasure was successful, and implement any long-term countermeasures

The C4 card is used for small, daily improvements that are easier to solve, but still need a problem solving process to follow (see below)

The C4 worksheet is used for more challenging problems performed as a team, using the A3 one-page format structure.

• The C4 Process: Four Vital Steps to Better Work

Additional Resources

• FOCUS-PDCA – creativesafetysupply.com
• Eight Steps To Practical Problem Solving – kaizen -news.com
• The Tools of Kaizen – blog.5stoday.com
• What is a Kaizen event? – lean -news.com
• PDCA: How Can this Tool Help You? – blog.creativesafetysupply.com
• 5 Kaizen Tools to Start Using – hiplogic.com
• The Concepts of Kaizen – creativesafetypublishing.com
• Applying Hoshin Kanri – 5snews.com
• What is Kaizen? – iecieeechallenge.org

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Communication Skills | 21st Century Skills

What Are the 4 C's of 21st Century Skills?

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March 26th, 2024 | 9 min. read

Brad Hummel

Coming from a family of educators, Brad knows both the joys and challenges of teaching well. Through his own teaching background, he’s experienced both firsthand. As a writer for iCEV, Brad’s goal is to help teachers empower their students by listening to educators’ concerns and creating content that answers their most pressing questions about career and technical education.

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As a middle or high school career readiness teacher, you likely need to teach 21st century skills as part of your curriculum.

While all twelve of those skills are necessary to teach, the "four C's" are often considered to be the most important. 

The four C’s of 21st Century skills  are:

• Critical thinking
• Collaboration
• Communication

These four skills are essential for modern students to succeed in school and the workplace.

They often make the biggest impact in terms of setting your students apart when applying for positions and starting their careers.

In this article, you'll discover what each skill entails and why they are so important to teach.

You'll also be able to download a free guide on how you can teach the 4 C's of 21st Century skills in middle or high school courses.

1. Critical Thinking

Critical thinking is the practice of solving problems, among other qualities.

In addition to working through problems , solving puzzles, and similar activities, critical thinking also includes an element of skepticism.

This is important in the 21st Century because it’s harder than ever to verify accurate information (mostly thanks to the internet).

Critical thinking empowers students to discover the truth in assertions, especially when it comes to separating fact from opinion.

With critical thinking, students don’t just learn a set of facts or figures. Instead, they learn how to discover the facts and figures for themselves.

Through asking questions, learners become engaged in the world around them. Then they can help spread their knowledge to their peers, helping others to think critically, too. Students sharing the knowledge they've mastered with others might be the most important aspect of developing critical thinking skills.

Whether they learn how to think critically from spending time online or simply asking “Why?” in everyday life, this skill prepares students for a life of independence and purposeful thought.

Still, critical thinking is just one of the four C’s in 21st Century skills.

It works just fine when students use it alone. But when students combine it with the   next   skill, the sky is the limit to what they can achieve. 

2. Creativity

Creativity is the practice of thinking outside the box.

While creativity is often treated like a you-have-it-or-you-don’t quality, students can   learn   how to be creative by solving problems, creating systems, or just trying something they haven’t tried before. 

That doesn’t mean every student will become an artist or a writer. Instead, it means they’ll be able to look at a problem from multiple perspectives — including those that others may not see.

Creativity allows students to embrace their inner strengths from big-picture planning to meticulous organization . As students learn about their creativity, they also learn how to express it in healthy and productive ways.

More importantly, they also become   motivated   to share that creativity with others. Just like with critical thinking, that makes creativity contagious.

When a student creates an interesting or innovative  solution to a problem , the next student can become inspired to try something similar.

That’s not to say every single creative endeavor will be a ringing success. Students will fail at some point, and some of their ideas simply won’t work. But that’s okay.

The point of creativity is to encourage students to think differently than convention demands. They don’t have to do things the way they’ve always been done. Instead, they can figure out a better way.

Students don’t have to embrace their creativity alone, either. In fact, creativity works best when combined with the next 21st Century skill .

3. Collaboration

Collaboration   is the practice of working together to achieve a common goal.

Collaboration   is important because whether students realize it or not, they’ll probably work with other people for the rest of their lives.

Virtually every job requires someone to work with another person at some point, even if it’s for something as simple as what to get for lunch.

Practicing collaboration and teamwork helps students understand how to address a problem, pitch solutions, and decide the best course of action.

It’s also helpful for them to learn that other people don’t always have the same ideas that they do. In fact, as students practice collaboration more and more, they’ll learn that they have almost   none   of the same ideas that others do.

This can affect students in one of two ways. First, it could discourage them since nobody seems to agree with them that often. Second, it could embolden them because they realize they’re bringing something unique to every conversation.

As a teacher, it’s crucial that you encourage students to look at themselves through that second lens. That way, students learn that they should speak up when they have an idea.

Even when their ideas aren't the best suited to the problem, speaking up and sharing their solutions can help them when collaborating with others.

4. Communication

Communication is the practice of conveying ideas quickly and clearly.

Communication   is often taken for granted in today’s society. After all, if you say something, that means you conveyed an idea, right?

But in the age of text-based communications — including texting, emails, and social media — it’s never been more important for students to learn how to convey their thoughts in a way that others can understand them.

That’s because text-based communications lack   tone , which is critical to understanding the context of someone’s words.

Still, even in situations where vocal tone is available, students need to learn how to communicate effectively. That includes minimizing tangents, speaking directly to an idea, and checking other participants to make sure they’re engaged.

Reading an audience — even if it’s just two other people in a group discussion — lets students determine whether they should keep expanding on an idea or wrap up their point. Their audience could even be their family at Thanksgiving dinner.

The point is that as students practice communication, they become better at efficiently conveying an idea without losing their point—or their audience.

When they master the art of effective communication, students can streamline their ideas and make a positive impression on those around them.

Still, it’s important to note that communication isn’t enough on its own to help students with 21st Century skills. To really succeed, students need to use all four of these skills together.

How Do the Four C’s Work Together?

The four C’s of 21st Century skills work together as a system to help students comprehensively understand subjects and navigate living and working in the 21st century.

Because each of the four C's are general skills that help students throughout their personal and professional lives, they are essential qualities that people need to succeed in a wide range of situations.

Each of the four C's cover interrelated concepts paramount to being an educated person:

• Critical thinking teaches students to question claims and seek truth.
• Creativity teaches students to think in a way that’s unique to them.
• Collaboration teaches students that groups can create something bigger and better than you can on your own.
• Communication teaches students how to efficiently convey ideas.

Combined, the four C’s empower students to be discerning people capable of expressing themselves and working with others to find insightful solutions to everyday challenges.

When working together, learners who have mastered the four C's of 21st century skills have ability to make a profound impact on both their professional workplaces and their communities.

How Do You Teach the Four C's of 21st Century Skills?

Now you know what the four C's of 21st Century skills are and why employers want new hires to have them.

So now you're probably wondering how to teach 21st Century skills in your daily middle and high school classes.

Click below to get your free guide on teaching  critical thinking, creativity, collaboration, and communication!

Practical Problem Solving (3C & 5Why)

Next to improving the flow of goods and services in a value stream, Lean also focusses on improving the flow of problems ( Ballé & Ballé, 2012 ). Problems are documented and solved on the team board and escalated to a higher level Team board when the team is not able to solve the problem themselves ( Mann, 2005 ). But how do you really solve a problem? This article describes the practice of root cause analysis and the link between the root cause analysis, team boards and the kaizen loop .

The first step in understanding the problem solving methodology, it is important to understand the 3C METHOD , which is used to document and problems and actions on the Team boards (see illustration 1)   

Illustration 1: Example of a 3C template

The 3C ´s stand for Concern, Cause and Countermeasure and encourage employees to think about the definitions of each of these steps. The owner and the date the countermeasure should be implemented are also documented. The Kaizen column is used to evaluate your countermeasure. Is it a fire fighting ´back to standard´ solution or a real preventative ´raise the standard´ solution? If it is a raise the standard solution, the kind of improvements we are looking for within the Lean philosophy, the improvement of the standard should be documented on the kaizen and the kaizen number can be put on the 3C. Finally, the 3C includes a PDCA circle, to be able to track the status of the problem in all stages of problem solving.

Lean puts focus on continuously improving standards, on kaizen, and it is therefore the goal to have as many 3C´s linked to Kaizen as possible. The ratio 3C´s with Kaizen to the 3Cs which are not linked to kaizen are one measure of Lean maturity. To improve this ratio, and improve the number of 3C´s link to kaizen, a root cause analysis is necessary. This is where the 5x Why  comes in.

In the following example, which I personally use in trainings and is described in my book Lean Transformations , the use of the 5X WHY to help you find the real root cause of the problem is explained. As a Dutch guy, I like taking my bike to work. As a standard, I defined that my (random) tires should always be filled with air, up to a certain barometric pressure.

• On Monday morning, I plan to take the bike to work, when I realize I have a flat tire. I do a very quick 3C, without analysis, pump up the tire and cycle to work to make sure I do not miss my early morning meeting. This clearly is a quick fix solution, a back to the standard countermeasure.
• On Tuesday morning I want to cycle to work again, but realize the same tire is flat again. Apparently I have not analyzed the problem properly yesterday so today I ask myself why the tire is empty. I find there is a puncture in the tire which needs to be patched. After I patched the tire, I quickly cycle to work. Even though I did more than yesterday, this countermeasure is still a back to standard action.
• On Wednesday morning, my tire is flat for the third time this week. I´m starting to get annoyed but do take the time for a slightly better analysis than yesterday. Why is my tire flat? Because there is a puncture in the tire Why is there a puncture in the tire? Because a piece of glass got stuck into the outside tire. Solution: I remove the glass from the outer tire, patch the puncture, pump up the tire and cycle to work. I would ask the group now, whether I have raised the standard or that the countermeasure was a classical back to standard action. Just like Monday and Tuesday, even though I asked why a couple of times, removing the glass and patching the tire is still a back to standard countermeasure, as I was to find out on Thursday.
• On Thursday morning, I find myself with a flat tire again. This time however, I am motivated to do a real root cause analysis. Why is my tire flat? Because there is a puncture in it Why is there a puncture in my inner tire? Because a nail punctured through it. Why is there something puncturing my tire for the second time this week? The outer tire might not be protective enough to cycle through the rough streets of Hamburg. Solution: invest in new ´unbreakable´ tires over the weekend.

This last solution is the first solution this week that actually describes an improvement of the standard . Monday to Wednesday, I only executed some short term quick fixes to get my bike functioning again. Only on Thursday I found a possible root-cause for my problem, the reason I got ´so many´ flat tires. This led to a proper solution, in this case buying a better tire, to prevent something from puncturing it again.

The 3C´s described in this example, are visualizes in Illustration 2.

Illustration 2: Documented 3Cs, number 4 being the most desirable while it is linked to kaizen. (SOURE: Panneman, 2017 )

Having problems in keeping the standard is just one of the possible types of problems which can be addressed on the Team boards. There are three in total:

• The standard is not good enough (like the flat tire example)
• The standard is not achieved anymore, for instance a KPI that is ´red´
• A team member has identified one of the 8 wastes and would like to address it.

When all teams in an organization solve problems like these on a continuous basis using the root cause analysis, the performance of the organization will improve drastically. When the 3C´s are only used for firefighting, which means the standards are not being raised. There will be no measureable improvement of performance in the long term. A thorough root cause analysis is therefore one of the most important pin points in any (Lean) organization.

Continue to:

Lean Toolbox - Takt-, Cycle-, process- and Lead Time

REFERENCES:

Ballé, F., & Ballé, M. (2012).  De Lean Manager - een roman over een Lean Transformatie.  Driebergen (NL): Lean Management Instituut. ( summary  /  order this book )

Mann, D.,2005,  Creating a Lean Culture - Tools to sustain Lean Conversions , New York: Productivity Press. ( summary  / order this book )

Panneman, T, 2017,  Lean Transformations - when and  how to climb the four steps of Lean maturity,  Maarssen (NL): panview ( summary  /  Order this book )

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Explore Lean Thinking and Practice / Problem-Solving

Problem-Solving

Explore the process that’s foundational to assuring every individual becomes engaged by arming them with methods they can use to overcome obstacles and improve their work process.

Overcoming obstacles to achieve or elevate a standard 

In a lean management system, everyone is engaged in ongoing problem-solving that is guided by two characteristics:

• Everything described or claimed should be based on verifiable facts, not assumptions and interpretations. 
• Problem-solving is never-ending; that is, it begins rather than ends when an improvement plan is implemented. The implementation process is a learning opportunity to discover how to make progress toward the target condition. 

Lean thinkers & practitioners understand that the problem-solving process is impeded if you make the common mistake of mechanically reaching for a familiar or favorite problem-solving methodology or, worse, jump quickly to a solution. 

Leaders and teams avoid this trap by recognizing that most business problems fall into four categories, each requiring different thought processes, improvement methods, and management cadences.

The Four Types of Problems

Type 1: Troubleshooting:   reactive problem-solving that hinges upon rapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause.

Type 2: Gap from Standard: structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes.

Type 3: Target Condition:   continuous improvement ( kaizen ) that goes beyond existing standards of performance. It may utilize existing methods in new, creative ways to deliver superior value or performance toward a new target state of improvement.

Type 4: Open-ended:  innovative problem-solving based on creativity, synthesis, and recognition of opportunity. It establishes new norms that often entail unexpected products, processes, systems, or value for the customer well beyond current levels. 

By helping everyone in the organization to understand the importance of taking ownership of seeing and solving all types of problems, lean thinking & practice:

• Engenders a sense of empowerment and autonomy in all workers, which in turn promotes engagement in and ownership of the work process
• Enables organizations to overcome obstacles at their source, so they do not become more significant problems upstream

Ultimately, building a problem-solving culture creates a competitive advantage that is difficult for competitors to match.  

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Hacking the Case Interview

The 4C framework is a common framework that is used in consulting case interviews as well as for making business decisions. The 4C framework provides a structured way to think about critical issues and topics that affect businesses.

If you’re unfamiliar with the 4C framework, then this article is for you. We’ll cover:

• What is the 4C framework?
• Why is the 4C framework used?
• How to use the 4C framework
• Examples of the 4C framework
• 4C framework limitations and drawbacks
• Frameworks beyond the 4C framework

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land consulting offers while saving hundreds of hours of prep time.

What is the 4C Framework?

The 4C framework is a strategic tool used in business analysis and planning. The 4C framework stands for Customer, Competition, Cost, and Capabilities. It helps assess the business environment to develop effective business strategies.

In general, a framework is a tool that helps you structure and break down complex problems into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

The 4C framework organizes different ideas into four categories: Customer, Competition, Cost, and Capabilities.

The customer aspect of the 4C framework focuses on understanding the needs, preferences, and behaviors of customers. By understanding the customer's perspective, businesses can tailor their products, services, and marketing efforts to meet their needs effectively.

Relevant questions you may want to ask include:

• Who are our target customers? What demographic, psychographic, and behavioral characteristics define them?
• What are the main problems, challenges, or aspirations of our target customers?
• How do our customers make purchasing decisions? What factors influence their decision-making process?
• What are the key benefits or value propositions that resonate with our target customers?
• What are the most effective channels to reach and engage with our target customers?
• What are the pain points or frustrations experienced by our customers in relation to our industry or product category?
• How satisfied are our customers with our products or services? What aspects do they appreciate the most? Where do they see room for improvement?
• What are the emerging trends, preferences, or shifts in behavior among our target customers?
• How do our customers perceive our brand compared to competitors? What are our strengths and weaknesses in their eyes?
• How loyal are our customers? What factors contribute to their loyalty and how can we further strengthen it?

Competition

Competition analysis involves assessing the strengths, weaknesses, strategies, and positioning of competitors in the market. It helps businesses identify key competitors, understand their market share, pricing strategies, distribution channels, and other factors that impact their competitive advantage.

By analyzing the competitive landscape, businesses can identify opportunities and threats and develop strategies to differentiate themselves and gain a competitive edge.

• Who are our main competitors in the market? What are their strengths and weaknesses?
• How do our competitors differentiate themselves from each other and from us?
• What are the key factors driving competition in our industry or market segment?
• What is our competitors' market share and how does it compare to ours?
• What strategies are our competitors using to attract and retain customers?
• How do our competitors' pricing strategies compare to ours? Are they undercutting us or do they offer premium pricing?
• What marketing and advertising tactics are our competitors using? Are there any trends or patterns in their messaging or promotions?
• How do our competitors distribute their products or services? Are there any gaps or opportunities in their distribution channels?
• What are our competitors' recent successes or failures? What lessons can we learn from them?
• How do customers perceive our brand compared to our competitors'? What are our competitive advantages and disadvantages in their eyes?

Cost analysis involves evaluating the cost structure of the business, including production costs, operating expenses, pricing strategies, and profitability. It helps businesses understand their cost drivers, assess the value proposition relative to competitors, and determine the optimal pricing strategy to maximize profitability while remaining competitive in the market.

Cost analysis also involves identifying opportunities for cost reduction and efficiency improvements to enhance overall performance.

• What are the primary cost drivers for our business? Are there any significant cost components that we need to address?
• How do our production costs compare to those of our competitors? Are there opportunities to reduce costs without compromising quality?
• What is our pricing strategy, and how does it align with our value proposition and customer expectations?
• Are our prices competitive in the market? How do they compare to those of our competitors?
• What is the perceived value of our products or services by customers? Are they willing to pay the price we're asking?
• How do changes in costs (e.g., raw materials, labor, overhead) impact our pricing decisions?
• What is the profitability of each product or service offering? Are there any products or services that are not contributing to our bottom line?
• How do pricing and cost considerations affect our overall market positioning and brand perception?
• Are there opportunities to streamline operations, improve efficiency, or optimize processes to reduce costs?
• How do fluctuations in external factors (e.g., economic conditions, regulatory changes) affect our cost structure and pricing decisions?

Capabilities

Capabilities refer to the internal resources, strengths, and competencies of the business. It includes technological capabilities, human resources, organizational culture, and strategic assets.

Businesses need to assess their capabilities to identify strengths and weaknesses and determine their ability to execute their strategies effectively.

• What are our core competencies as an organization? What do we do exceptionally well?
• What unique resources or assets do we possess that give us a competitive advantage?
• How do our technological capabilities compare to those of our competitors? Are there any areas where we're falling behind?
• What is the skill level and expertise of our workforce? Do we have the right talent in place to execute our strategies effectively?
• What is our organizational culture like? Does it support innovation, collaboration, and agility?
• How flexible and adaptable is our organizational structure? Can we quickly respond to changes in the market environment?
• What is the state of our research and development (R&D) efforts? Are we investing enough in innovation and new product development?
• What strategic partnerships or alliances do we have in place? How do they enhance our capabilities?
• What is our brand reputation and customer loyalty? How do they contribute to our overall capabilities?
• How do our capabilities align with our strategic objectives and long-term goals?

Why is the 4C Framework Used?

The 4C framework is used because it provides a comprehensive and structured approach to understanding key aspects of a business environment. Specifically, the 4C framework is customer-centric, comprehensive, systematic, and adaptable.

Customer-centric approach

The 4C framework places a strong emphasis on understanding and meeting customer needs. By focusing on customers' perspectives, businesses can tailor their products, services, and marketing efforts more effectively, leading to higher customer satisfaction and loyalty.

Comprehensive analysis

The 4C framework considers multiple factors that influence business performance, including customers, competition, costs, and capabilities.

This comprehensive approach helps businesses gain a deeper understanding of their internal and external environment, identify opportunities and threats, and develop strategies that align with their goals and objectives.

Systematic analysis

By systematically analyzing customers, competition, costs, and capabilities, businesses can make more informed strategic decisions. The 4C framework helps businesses identify their competitive advantages, areas for improvement, and opportunities for growth step-by-step in a clear and repeatable way.

The 4C framework can be applied across various industries and businesses, making it adaptable and flexible. Businesses can customize the analysis based on their specific needs and challenges, allowing them to address unique market dynamics and opportunities effectively.

How to Use the 4C Framework

There are six major steps in using the 4C framework: identify your objectives, gather information, analyze and evaluate, develop strategies, implement and monitor, and iterate and improve.

Step 1: Identify your objectives

For this first step, clarify your strategic objectives and goals. What do you aim to achieve by using the 4C framework? Are you looking to improve customer satisfaction, increase market share, optimize costs, or leverage internal capabilities?

Step 2: Gather information

Next, collect data and information relevant to each component of the framework. While there are many different ways of doing this, we’ve provided a few examples below.

Customer : Gather insights on customer needs, preferences, behaviors, demographics, and psychographics. Conduct market research, surveys, interviews, or analyze customer feedback.

Competition : Research your competitors' strengths, weaknesses, strategies, market positioning, pricing, distribution channels, and customer perceptions. Utilize competitor analysis tools, industry reports, and market intelligence.

Cost : Analyze your cost structure, including production costs, operating expenses, pricing strategies, and profitability. Assess pricing data, financial reports, and cost accounting records.

Capabilities : Evaluate your internal resources, strengths, competencies, technology infrastructure, human capital, organizational culture, and strategic partnerships.

 Step 3: Analyze and evaluate

Use the gathered information to analyze each component of the framework critically.

You’ll likely need to identify patterns and trends relevant to your business. You may also want to evaluate the strengths, weaknesses, opportunities, and threats.

Overall, you’ll want to assess how each component of the 4C framework interacts with others and impacts your overall business performance.

Step 4: Develop strategies

Based on your analysis, develop strategies and actionable plans. Tailor your strategies based on your objectives and the analysis conducted in the previous step.

Step 5: Implement and monitor

Once you have developed the right strategies, implement your strategies systematically, allocating resources, assigning responsibilities, and setting timelines. Monitor the progress of your strategies and track key performance indicators (KPIs) to evaluate their effectiveness.

Be prepared to adapt and adjust your strategies based on changing market conditions, customer feedback, and performance metrics.

Step 6: Iterate and improve

Lastly, continuously review and refine your strategies based on ongoing analysis, feedback, and results. Iterate on the process periodically to ensure your business remains responsive to the latest market dynamics and competitive pressures.

Examples of the 4C Framework

Let’s take a look at a few examples of how the 4C framework can be used to solve a business problem or to help a business improve its situation.

Example #1: Coffee shop

• The coffee shop conducts market research and surveys to understand its customers better. It identifies that its target customers are young professionals and students who value high-quality coffee, a cozy atmosphere, and convenient location
• It discovers that its customers are increasingly interested in sustainable and ethically sourced coffee beans
• The shop also learns that customers appreciate personalized service and fast internet access
• The shop conducts a competitive analysis and identifies several nearby coffee shops as its main competitors. It analyzes their strengths and weaknesses
• It discovers that some competitors offer a wider variety of specialty coffee drinks, while others focus more on providing a relaxing ambiance
• The shop notices that some competitors have loyalty programs and mobile ordering apps to enhance customer convenience
• The coffee shop reviews its cost structure and identifies areas for optimization. It finds that its rent and labor costs are relatively high compared to competitors
• It assesses its pricing strategy and realizes that it may need to adjust its prices to remain competitive while maintaining profitability
• The shop explores opportunities to reduce waste and streamline operations to improve cost efficiency
• The shop assesses its internal capabilities and strengths. It recognizes that it has skilled baristas who can craft high-quality coffee beverages and create a welcoming atmosphere for customers
• It identifies that its location in a bustling neighborhood provides a strategic advantage for attracting foot traffic

Based on the analysis using the 4C framework, the coffee shop develops the following strategic insights and actions:

• Introduce a new line of ethically sourced and sustainable coffee beans to meet customer demand and differentiate from competitors
• Launch a customer loyalty program and mobile ordering app to enhance convenience and incentivize repeat visits
• Optimize operational processes to reduce costs, such as renegotiating rent agreements and implementing energy-efficient practices
• Enhance staff training and customer service initiatives to provide a personalized experience that aligns with customer preferences

By implementing these strategies, the coffee shop can strengthen its competitive position, attract and retain customers, and drive sustainable growth in the market.

Example #2: Software-as-a-service (SaaS) startup

• The SaaS startup conducts market research and identifies its target customers as small to medium-sized businesses (SMBs) in the e-commerce sector
• It discovers that its target customers struggle with managing inventory and fulfilling orders efficiently
• The startup learns that its customers prioritize affordability, ease of use, and scalability when choosing software solutions
• The startup conducts a competitive analysis and identifies several established competitors offering inventory management software for SMBs
• It analyzes their strengths and weaknesses, finding that some competitors focus on advanced features and customization options, while others emphasize affordability and user-friendly interfaces
• The startup notices that some competitors have partnerships with e-commerce platforms and offer integrations with popular third-party tools
• The startup reviews its cost structure and identifies areas for optimization. It finds that its customer acquisition costs are relatively high due to aggressive marketing campaigns
• It assesses its pricing strategy and realizes that it needs to offer competitive pricing packages to attract SMB customers while ensuring profitability
• The startup assesses its internal capabilities and strengths. It recognizes that it has a talented team of software developers with expertise in building scalable and intuitive software solutions
• It identifies that its agile development methodology allows it to quickly iterate on its product and adapt to changing customer needs
• The startup considers forming strategic partnerships with e-commerce platforms and third-party developers to enhance its product offering and expand its market reach

Based on the analysis using the 4C framework, the SaaS startup develops the following strategic insights and actions:

• Enhance the user interface and user experience of its inventory management software to make it more intuitive and user-friendly for SMB customers
• Develop strategic partnerships with e-commerce platforms and third-party developers to offer seamless integrations and expand its ecosystem
• Implement targeted marketing campaigns to educate SMBs about the benefits of its software solution and differentiate from competitors
• Continuously monitor and optimize customer acquisition costs to ensure sustainable growth while maintaining profitability

By implementing these strategies, the SaaS startup can establish itself as a leading provider of inventory management software for SMBs and gain market share.

Example #3: Retail clothing store

• The clothing store conducts market research and identifies its target customers as fashion-conscious individuals aged 18-35, primarily residing in urban areas
• It discovers that its customers value trendy and affordable clothing options, personalized shopping experiences, and convenient shopping locations
• The store learns that its customers are increasingly interested in sustainable and ethically sourced fashion products
• The store conducts a competitive analysis and identifies several competing clothing retailers in its local market
• It analyzes their strengths and weaknesses, finding that some competitors focus on offering a wide variety of fashion styles and brands, while others emphasize exclusive designer collections
• The store notices that some competitors have strong online presences and offer seamless omnichannel shopping experiences
• The store reviews its cost structure and identifies areas for optimization. It finds that its rent and staffing costs are relatively high compared to competitors
• It assesses its pricing strategy and realizes that it needs to offer competitive prices while maintaining profit margins
• The store explores opportunities to reduce overhead costs by renegotiating lease agreements, optimizing staffing levels, and improving inventory management processes
• The store assesses its internal capabilities and strengths. It recognizes that it has a dedicated team of stylists and fashion experts who can provide personalized fashion advice to customers
• It identifies that its prime location in a bustling shopping district provides a strategic advantage for attracting foot traffic

Based on the analysis using the 4C framework, the clothing store develops the following strategic insights and actions:

• Expand its online presence and offer an e-commerce platform to reach customers beyond its local market and provide a seamless omnichannel shopping experience
• Enhance its sustainability efforts by sourcing clothing from eco-friendly brands, promoting recycling programs, and educating customers about sustainable fashion practices
• Optimize its in-store layout and merchandising strategies to improve customer flow and maximize sales opportunities
• Implement targeted marketing campaigns to promote its unique selling propositions, such as personalized styling services and sustainable fashion initiatives

By implementing these strategies, the clothing store can differentiate itself from competitors, attract and retain fashion-conscious customers, and drive sales growth.

4C Framework Limitations and Drawbacks

While the 4C framework is a valuable tool for strategic analysis and planning, it also has limitations and drawbacks. It is simplified, has a somewhat limited scope, is static, overemphasizes traditional metrics, and lacks guidance on implementation.

1. Simplified perspective : The 4C framework simplifies complex business environments into four key components, which may oversimplify the nuances and complexities of real-world situations. It may not capture all relevant factors that could impact business performance.

2. Limited scope : While the 4C framework focuses on many external and internal factors, it may overlook other important aspects such as regulatory factors, technological advancements, and socio-cultural trends.

3. Static nature : The 4C framework provides a snapshot of the business environment at a particular point in time but may not adequately account for changes and fluctuations over time. Business environments are dynamic and factors can evolve rapidly, requiring continuous monitoring and adaptation.

4. Overemphasis on traditional metrics : The 4C framework tends to focus on traditional metrics such as market share, profitability, and cost efficiency, which may not fully capture the value created by intangible factors such as brand reputation, customer loyalty, and employee satisfaction.

5. Lack of guidance on implementation : While the framework provides a structured approach to analysis, it may not offer specific guidance on how to implement strategies or overcome challenges identified during the analysis process.

Despite these limitations, the 4C framework remains a useful tool for organizing and analyzing key aspects of the business environment.

However, the 4C framework should be used in conjunction with other strategic tools and methodologies to adapt it to suit the user’s specific needs and circumstances.

Frameworks Beyond the 4C Framework

There are several frameworks beyond the 4C framework that are used in consulting case interviews as well as for making business decisions.

Some notable frameworks include:

SWOT analysis : SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This framework helps businesses identify internal strengths and weaknesses and external opportunities and threats to inform strategic decision-making.

PESTLE analysis : PESTLE stands for Political, Economic, Social, Technological, Legal, and Environmental factors. This framework helps businesses analyze macro-environmental factors that may impact their operations and strategies.

Porter's Five Forces : Developed by Michael Porter, this framework identifies five competitive forces that shape industry competition: rivalry among existing competitors, threat of new entrants, bargaining power of buyers, bargaining power of suppliers, and threat of substitute products or services.

BCG Matrix : The Boston Consulting Group (BCG) Matrix is a portfolio analysis tool that categorizes a company's products or business units into four quadrants based on their market growth rate and relative market share. These quadrants are Stars (high growth rate and high market share), Cash Cows (low growth rate and high market share), Question Marks (high growth rate and low market share), and Dogs (low growth rate and low market share).

Value chain analysis : This framework helps businesses analyze activities and processes that create value for customers, identifying opportunities for cost reduction, differentiation, and competitive advantage.

McKinsey 7S Framework : This framework assesses an organization's effectiveness by examining seven internal elements: strategy, structure, systems, shared values, skills, style, and staff.

Customer journey mapping : This framework involves visualizing and analyzing the customer's journey, from initial awareness to purchase and post-purchase experience. This helps identify opportunities for improving customer satisfaction and loyalty.

It’s helpful to be familiar with these frameworks in addition to the 4C framework since these frameworks take a different perspective on the business situation.

Recommended Case Interview Resources

While memorizing frameworks can be helpful, it is much more effective to create customized frameworks for a particular business situation.

To learn how to create robust and tailored frameworks for any case interview, we recommend the following resources:

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.
• Case Interview Coaching : Personalized, one-on-one coaching with former consulting interviewers
• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer
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Education insights

Exploring the 4 C’s of 21st Century Learning

May 27, 2021

Learning and Innovation Skills, or the 4 C’s of 21 st Century Learning include Critical Thinking and Problem Solving, Creativity and Innovation, Communication, and Collaboration. If the 4 C’s sound familiar, it’s because they probably are. Most people learned many of these skills in school. So why are they called 21 st -Century Skills ? The answer is simple: they are the set of skills 21 st century employers consider the most important skills in prospective employees.

Economists, human resource directors, and business leaders have examined the 4 C’s for at least three decades. What skills, they ask, do major industries and professions need in an employee or professional? In other words, what skills can we teach students that are “future-proof” no matter how quickly the world changes?

Every five years, the World Economic Forum interviews human resource and business leaders to identify the most important skills needed in an employee. According to their 2020 Future of Jobs Report , the ten most vital core skills needed in the coming decade are:

• Cognitive flexibility
• Complex problem solving
• Critical thinking
• Judgment and decision making
• Negotiation
• People management
• Coordinating with others
• Service orientation
• Emotional intelligence.

While the list of vital skills will vary depending on who you talk to, there is a clear common thread across the board: any list of “future-proof” skills is always represented by the four categories of the 4 C’s. In the 20 th century, career-specific skills reigned supreme in schools, universities, and professions. Today, however, students must learn skills to meet the changes of the new century and be the workforce of the future. As a result, educators must shift teaching methodologies to teach these learning and innovation skills.

The framework for 21st Century Learning

For many, however, modern teaching methodologies like the 4 C’s, collaborative learning, or project-based learning can sound like neglect of traditional curriculum . The reality is that no subject in the traditional curriculum is being replaced.

In fact, the 4 C’s are part of a larger educational framework whose foundation is the traditional curriculum: math, reading, writing, language arts, science, civics, history, languages, geography, and the arts. The 4 C’s were originally part of the Framework for 21 st Century Learning from the Partnership for 21 st -Century Skills. In this framework, the traditional curriculum is still the focus, and Learning and Innovation Skills, or the 4 C’s, are intended to be used to support it.

What are the 4 C’s?

While the 4 C’s may sound a bit vague, they are actually composites of real skills that are definable, measurable, and teachable.

Creativity and innovation

Creativity is a set of skills that enables learners to discover alternatives, brainstorm ideas, generate solutions, rethink existing paradigms, and create new knowledge. However, creativity involves more than just “thinking outside the box.” In the 21 st century, creativity is overwhelmingly a group process that requires openness to new and divergent ideas, the ability to formulate useful feedback, the recognition of the limits of new ideas and the value of old ideas, and the capacity to use failure as an opportunity. Group creativity skills are just as important, if not more so, as thinking outside the box.

Critical thinking and problem solving

In the real world, problems do not have “right answers” conveniently printed at the back of the textbook. Critical Thinking and Problem Solving involves mastering skills that enable learners to define problems, pose questions, sort through information, evaluate evidence, weigh alternatives, consider different points of view, analyze arguments, understand complexity, and approach unfamiliar problems. Many of these skills have long been taught in the classroom in traditional courses like science, civics, history, and math, but the goal is to use them deliberately throughout the curriculum.

Communication

Communication is the set of skills that allows students to read, listen, interpret, speak, write, persuade, negotiate, argue, and master a large variety of media. Learning communication skills dates back centuries in subjects like reading, writing, oratory, and language arts. The difference, however, is that the 4 C’s put communication at the center of learning in all subjects, from language arts to algebra. A few ways to teach communication skills to students include encouraging activities that reinforce active listening, asking open-ended questions, fostering critical thinking and reflective learning opportunities, and modeling effective conversation skills when communicating with students.

Collaboration

In our complex and changing world, success requires that people work together . Most problems and projects in the 21 st century workplace are multifaceted and multidisciplinary, requiring a diverse set of skills, knowledge, and backgrounds to bring to completion. Collaboration is the set of skills that enable people to collectively set goals, allocate resources, fulfill group roles, plan, manage time, make group decisions, negotiate, resolve conflicts, and build teams. Unlike other aspects of the 4 C’s, collaboration is a relatively recent structural innovation in K-12 education. Widely adopted in the 1990’s, collaborative learning was originally intended to enhance learning outcomes in the traditional curriculum . The 4 C’s also focus on developing a defined set of interactional skills that not only increase learning, but are also necessary skills in today’s workplace. A few ways to encourage collaborative learning include incorporating games into lessons, creating a safe space for class discussion, encouraging storytelling and brainstorming, and amplifying all student voices.

The 4 C’s of 21st Century Learning are here to stay

For proof of concept of the crucial value of the 4 C’s, we need look no further than the last 12 months. As the COVID-19 pandemic raged across the country, teachers and learners worked to master distance learning in classrooms entirely managed through technology. When we reflect back, 2020 will likely be remembered as “the Year of Distance Learning.” Simply meeting the challenges posed by a year of remote and hybrid learning became a crash course in the 4 C’s for everyone, from students and teachers to administrators and IT personnel.

The 4 C’s are fundamental skills educators must teach as they transition from a “sage on the stage” to “guide on the side” style of teaching. They are the tools students use every day to meet the challenges of a changing classroom, even without the duress of a pandemic. They are an enduring skillset and are part of every student’s future.

Find out how LanSchool can help develop creativity, critical thinking, collaboration, and communication skills in your classroom.   

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Other Glossary Terms

• 3M: Muda, Mura, Muri
• 5S - Set in Order
• 5S - Standardize
• 5S - Sustain
• 6S - Safety
• 7 Wastes of Manufacturing
• 8D Methodology
• A3 Reporting
• ANSI Safety Colors
• ANSI/ASA S12.6-2016
• ANSI/ISEA 107 Standard for High-Visibility Safety Apparel and Accessories
• APQP (Advanced Product Quality Planning)
• ASHRAE 62.1 + 62.2
• ASHRAE 90.1
• Accident Investigation
• Acute Exposure
• Acute Toxicity
• Administrative Controls
• Affinity Diagram
• Agile Manufacturing
• Air-Purifying Respirator
• Alpha Radiation
• Anchor Point
• Andon Lights
• Anhydrous Ammonia Refrigeration
• Anti-Fog Glasses
• Asbestos Exposure
• Assembly Line
• Asset Life Cycle
• Asset Management
• Asset Tracking
• Authority Having Jurisdiction (AHJ)
• Autonomous Maintenance
• Axiomatic Design
• Balanced Scorecard
• Bathtub Curve
• Behavior-Based Safety (BBS)
• Benchmarking
• Box and Whisker Plot
• Burndown Chart
• Caution Signs
• Cellular Manufacturing
• Centerlining
• Centers for Disease Control and Prevention (CDC)
• Change Management
• Chemical Burn
• Chemical Safety
• Chemical-Resistant Gloves
• Coefficient of Determination
• Combustible Dust
• Compliance Officer
• Confined Space
• Contingency Plan

Continuous Improvement

• Control Charts
• Corrosive Chemicals
• Corrosive Symbol
• Cost of Poor Quality
• Cost of Quality
• Countermeasure
• Critical Control Point (CCP)
• Critical Path Method (CPM)
• Cross-Docking
• Cross-Functional Teams
• Custom Signs
• DFMEA (Process Failure Modes and Effects Analysis)
• Deming's 14 Points for Management
• Design for Six Sigma (DFSS)
• Earned Value Management (EVM)
• Electric Arc
• Emergency Action Plan (EAP)
• Emergency Exit
• Engineering Change Order
• Environment, Health, and Safety (EHS)
• Environmental Hazard
• Equipment Operator
• Ergonomic Hazards
• Eye Wash Stations
• FMEA (Failure Modes and Effects Analysis)
• FRACAS (Failure Reporting, Analysis and Corrective Action System)
• Facility Condition Assessment
• Fall Arrest System
• Fall Protection
• Fault Tree Analysis (FTA)
• Fire Diamond
• Fire Extinguisher Classes
• Fire Hazard
• Fire Prevention Plan
• Fire Suppression System
• First Aid Kit
• Fishbone Diagram
• Fixed Asset
• Flame-Resistant Clothing
• Flammable Liquids
• Fleet Management
• Foot Protection
• Forklift Certification
• GHS Hazard Pictograms
• Gage R&R
• Gantt Charts
• Gap Analysis
• Gemba Defined
• Genchi Genbutsu Concept
• Good Manufacturing Practices
• Hawthorne Effect
• Hazard Ratio
• Hazardous Waste
• Health Hazard
• Hearing Protection
• Heat Illness
• Hi-Vis Safety Apparel (HVSA)
• Hierarchy of Controls
• Hoshin Kanri
• Hoshin Planning
• House of Quality
• Hydrogen Sulfide (H2S)
• Indoor Air Quality (IAQ)
• Industrial Hygiene
• Injury Prevention
• Injury and Illness Prevention Programs (IIPP)
• International Fire Code (IFC)
• International Material Data System (IMDS)
• International Standards Organizations (ISO)
• Inventory Control
• Inventory Management
• Jishuken Concept
• Job Safety Analysis (JSA)
• Just-in-Time Production
• Kaizen - Defined
• Kanban - Defined
• Kano Model Defined
• Key Performance Indicators (KPI)
• Ladder Regulations
• Leak Detection
• Leak Detection and Repair (LDAR)
• Lean Canvas
• Lean Maintenance
• Lean Manufacturing Process
• Lean Manufacturing Tools
• Lean Production
• Lean Startup
• Levey Jennings Chart
• Line Labeling
• Lockout/Tagout (LOTO)
• Logistic Growth
• MRO (Maintenance, Reliability, and Operation)
• Machine Guarding
• Maintenance Planning
• Material Flow
• Minimum Viable Product
• Muster Point
• NFPA 120: Standard for Fire Prevention and Control in Coal Mines
• National Fire Protection Association (NFPA)
• National Safety Council (NSC)
• Network Diagram
• Neutral Wire
• Noise Reduction Rating (NRR)
• OEE (Overall Equipment Effectiveness)
• OSHA 1910.132 Personal Protective Equipment (PPE)
• OSHA 1910.178 Powered Industrial Trucks
• OSHA 1926.102 Eye & Face Protection
• Occupational Heat Stress
• One-Piece Flow
• Operational Excellence
• Organizational Structure
• PFEP (Plan for Every Part)
• PFMEA (Process Failure Modes and Effects Analysis)
• Pareto Charts
• Parkinson's Law
• Pearson Correlation
• Permissible Exposure Limit
• Perpetual Inventory
• Pinch Point
• Plan-Do-Check-Act (PDCA Cycle)
• Polymerization
• Powered Industrial Truck
• Problem-Solving
• Process Flow
• Process Improvement
• Process Kaizen
• Process Mapping
• Process Safety Management (PSM)
• Production Efficiency
• Pull System
• QDC (Quality, Delivery, Cost)
• Quality Assurance (QA)
• Quality Control Circle
• Quality Engineering
• Quality Function Deployment
• Queuing Theory
• RCM (Reliability Centered Maintenance)
• Radiation Safety
• Regulatory Compliance
• Regulatory Signs
• Risk Assessment
• Risk Priority Number (RPN)
• Robotic Process Automation (RPA)
• Root Cause Analysis
• SCAMPER Technique
• SCM (Supply Chain Management)
• SIPOC Diagram
• Safety Audits
• Safety Culture
• Safety Data Sheets (SDS)
• Safety Engineering
• Safety Management Plan
• Safety-Critical Systems
• Scrum Methodology
• Servant Leadership
• Short Circuit
• Signal Word
• Site Safety Health Officer (SSHO)
• Six Sigma Defined
• Slips, Trips, and Falls
• Software Development Life Cycle (SDLC)
• Solar Photovoltaic
• Spaghetti Diagram
• Spider Chart
• Spill Prevention, Control, and Countermeasures (SPCC)
• Stakeholder
• Standard Work
• Statistical Process Control (SPC)
• Stormwater Pollution Prevention Plan (SWPPP)
• Strategic Planning Process
• TEAM Metrics
• Taguchi Method
• The Toyota Way
• Theory of Constraints (TOC)
• Toolbox Talks
• Total Productive Maintenance (TPM)
• Total Quality Management (TQM)
• Toyota Production System
• Training Within Industry
• Transformational Leadership
• UBM (Usage-Based Maintenance)
• UID (Unique Identification)
• Understanding Lean Manufacturing Terms
• Value Stream Mapping
• Variance Inflation Factor (VIF)
• Visual Management
• Voice of Customer (VOC)
• Volatile Organic Compound (VOC)
• WIP (Work in Progress)
• Warehouse Automation
• Warehouse Logistics
• Warehouse Racking
• Waste of Overproduction
• Waterfall Methodology
• Westgard Rules
• Wire Colors
• Workflow Process
• World Class Manufacturing
• Yamazumi Chart
• Zero Defects

The C4 method was developed by David Veech and Mike Kirkby to encourage problem solving in the workforce within any type of business. Implementing the method relies on utilizing the C4 card or a worksheet in an A3 format. The goal of C4 is to identify small, daily improvements that are easy to remedy yet still need a problem-solving process to complete.

Usually, C4 is used with quality circles and improvement teams. The C4 method is very similar to the PDCA cycle – P lan, D o, C heck, A djust – However, C4 aims to describe the plan step more thoroughly in the beginning to make following decisions and actions easier. The elements that make up the C4 problem solving method are:

• Concern – Using gathered data, describe the corresponding issue that must be resolved.
• Cause – Identify the cause(s) of the problem by using a cause and effect diagram. Prioritize issues that need to be resolved as soon as possible.
• Countermeasure –Implement a short-term solution that can be revisited for revisions if need be later on.
• Confirm – Revisit the countermeasure and make sure it was successful at solving the problem. This is the time to make successful short-term solutions into long-term solutions that will solve the problem permanently.

Overall, the C4 method is much simpler than Six Sigma’s standard Define-Measure-Analyze-Improve-Control method , also known as DMAIC. This makes it much easier to implement when a small issue arises that needs this kind of lean problem-solving intervention.

Similar Glossary Terms

Additional resources.

• 8D for Problem Solving
• An In-Depth History of the Kaizen PDCA Cycle
• Quality Circle
• Lean versus Six Sigma: Which is better for your business?

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What Are The 4 C’s of The 21st Century?

Have you heard of the 4 C’s of 21st century skills? Do you know what they are? Communication, collaboration, critical thinking, and creativity are considered the four c’s and are all skills that are needed in order to succeed in today’s world.

Not only are these skills important to have on their own, but by combining all of these skills, students are empowered to solve their own problems, work together, and come up with solutions.

It is important to encourage development in all of these areas to help set your child up for success in school and their future workplace. So what are the four C’s and how can we teach them to our kids?

1. Communication: sharing thoughts, ideas, and questions.

Teaching children that communication can come in many ways is important. It is not just speaking verbally with someone to communicate but can also be non-verbal cues such as hand gestures and facial expressions. Now that we live in such a digital world, it is also important to teach children how to navigate digital spaces with responsibility.

2. Collaboration: working together to reach a common goal.

Most career paths require people to work together in some capacity. It is important for kids to start learning how to problem solve and tackle issues in which the bigger picture involves more than just themselves. It can be difficult for younger children to see the side or stance from someone else’s point of view. This is a skill that takes lots of time practicing.

3. Critical Thinking: looking at problems in a new way.

Part of critical thinking is problem solving, working through things like puzzles that challenge the brain, and simply asking “Why?”. But in today’s world where we can get information at the click of a button, a large part of critical thinking is being able to look at information and decide if it is credible or not.

4. Creativity: trying new approaches to solve problems.

Being creative is often thought of when students are artistic or musical, but it is so much more than that. Creativity simply just means to think outside the box and that can be in any area. Creativity can be taught and fostered by encouraging children to try new things and by creating a safe space for them to express themselves.

Why are these skills important?

The 4 C’s go hand in hand with each other and children need to be equipped with the skills in all four areas to help them succeed in their future. Hiring mangers and employers seek out candidates with these skills, so it’s important to instill them in our youth early on. That is why it is called “ 4 c’s of 21st century skills “.

At Engineering For Kids, our programs allow students to explore these concepts through any of our classes and camps. Students work together, come up with solutions to real work problems, and communicate with each other to come up with a creative solution. Learn more about our classes and camps by finding your closest location.

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• My learning

The Power of the 4Cs: The Foundation for Creating a Gold Standard for Project Based Learning (PBL)

Creating a gold-standard for Project Based Learning and then reaching that standard may seem to be a bit like scaling a mountain - at first glance-difficult, very risky, and somewhat mysterious. However, even the tallest mountains can be climbed if you have the right knowledge, skills, tools, and support—and perhaps a little courage.  The same can be said for Project Based Learning. We at the Partnership for 21st Century Skills think a lot about skills - so let’s explore the skills that are needed.

Take a deep look at the essential elements of a gold standard PBL, as outlined by BIE Executive Director John Mergendoller. It is easy to see that this standard of excellence cannot be achieved without the 4Cs (communication, critical thinking and problem solving, collaboration, and creativity and innovation). These skills are the springboards upon which the highest quality PBL is built; they are embedded in these essential elements; and they must be developed and nurtured in teachers and students alike to successfully reach this high standard.

At the heart of Project Based Learning is the educator -- who brings individual expertise, knowledge, skills, and dispositions. Transforming teaching practice through PBL can be incredibly rewarding, risky, and frustrating. The educators that I have seen in P21’s 21st Century Learning Exemplar Schools implementing high quality Project Based Learning most often speak of it as a journey, even a quest for excellence. They talk about their own professional growth, their evolving practices, their successes and failures, their need for patience, persistence and support - and they talk explicitly and implicitly about how they use the 4Cs every day.  

Lets take a closer look at the 4Cs and their relationship to Gold Standard PBL.

The very nature of communication changes with PBL. The language used is different, the processes and practices are different, and the relationship between teacher and student is different. New communication strategies and tactics must be employed in the PBL classroom, as the teacher becomes a guide, a facilitator, an enabler, a motivator, and a developer of learning experiences, rather than a lecturer, director, and source of all knowledge. The PBL teacher needs a toolbox full of questioning techniques to develop inquiry and curiosity, and new ways to clearly articulate the purpose and value of PBL to stakeholders, parents, and community members alike, for which this is new.  

Critical thinking/problem solving continues to be a core component of PBL both as an end and a means. Teachers must internalize and model critical thinking, building it into the DNA of classroom practice. As Mergendoller points out, this takes intentionality, self-direction, and time. Through this process of development and incorporation into practice, a funny thing happens—critical thinking begins to affect everything, including how instruction is designed, and how one thinks through content for new projects. The teachers I meet in exemplar schools across the country tell me that this is hard - and one of the game-changers for their classroom and their students. 

The importance of student collaboration is widely acknowledged and appreciated in the worldwide PBL community. Building students’ collaboration skills is a key component, and advantage, of Project Based Learning. Through collaborative experiences, students learn how to collectively plan, work towards a common goal, and recognize and navigate individual differences in skills, abilities, and attitudes. However, teacher collaboration also plays an essential role in the journey toward the highest quality PBL, providing needed peer support and encouragement for this transformation, which often accelerates capacity building. Teacher collaboration can take many forms, from formal professional learning networks, to mentorships and coaching, to informal groups of like-minded peers with common interests. Collaboration occurs inside or outside the school, online, face-to-face, across the world, or across the hall.  BIE’s PBL World Community on Google+ is a great example of one such valuable learning network. Collaboration on projects across disciplines strengthens the content, relevance and depth of the project, helping students connect the dots among their separate courses.

The incorporation of creativity and innovation skills in the gold standard PBL should not be overlooked.  At the heart of Project Based Learning lies the opportunity for students and teachers to innovate, and to create new products, new learning, and even new ways of visualizing the world.  The examples are everywhere. I was fortunate to see many during my school visits as part of the Exemplar program. For example, at Spirit Lake High School in Spirit Lake, Iowa students designed and built a new sculpture for a community park; at Savannah High School in Anaheim, California, students created water “vehicles” out of recyclable materials; and at Genesee Expeditionary School in Rochester, New York, students built a model of the Genesee River.  These projects show creativity and innovation in action in schools.

As the gold standard for PBL develops and evolves, we must be sure our educators have the essential knowledge, tools, support, and skills needed to achieve this goal. Having seen many high-quality PBL classrooms and schools, I know there are leaders and organizations, such as BIE and P21, that have pioneered this work and like mountain climbers reaching the summit, have already seen the power of the results. Let us work together with these pioneers to take the next steps to excellence by establishing a gold standard for Project Based Learning.

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The Business Improvement Network

The problem with problem solving, by stuart mitton.

Leaders often see problems as exactly that – something that prevented a target being achieved . So, then the witch hunt begins. Rather than applying the 5Whys, it becomes the 5Who’s!

These are often evidenced by seeing or hearing; (and this is not an exhaustive list by the way!)

“Who was responsible?”

“This is the ‘umpteenth’ time that's happened”

“Why didn't anyone know about it”

“I don't care, just get it fixed”

No documented evidence of the standard

People acting on emotion and not facts

Do you ever hear yourself saying these things?

These behaviours actually drive a culture of fear and can cause problems to remain hidden or, pop up at the least opportune moments.

So how do we overcome these issues?

Firstly, let’s look at the definition of a problem. My definition is this; ‘Any deviation from Standard or expectation’

Yet as leaders, we seldom encourage the creation of standards and expectations are usually defined as a number. Often with the latter, its usually too late when we discover at the end of shift, we are short of 200 packs for the order!

Secondly, the lack of a structured problem-solving process. This causes a scatter gun approach and discourages creative thinking. Often, an ‘expert’ is left to find a solution on their own, for example, The Quality Manager is tasked with finding the root cause and everyone else moves on to the next fire to extinguish.

Thirdly, the time pressures. This is where the lack of understanding of the value of a containment action comes to the fore. A containment is an agreed temporary solution to allow us the time to investigate thoroughly and find the root cause. Once the Root cause is proven and eliminated, the containment is removed.

Let’s look at two of the common problem-solving methodologies I coach my within my client’s organisations.

The 4C (Concern, Containment, Countermeasure and Confirmation)

The 4C is a basic problem-solving tool, with an emphasis on daily activity

Its aimed at work group level and coached by the first line managers.

It is designed to provide a structured and scientific way of thinking to find the root cause of typical day to day problems (I try to encourage a 24/48hr maximum timeframe for resolution)

Here is the structure of the 4C process

Step 1 - Clearly define the problem (often a challenge in itself) avoid vague or emotional statements, use facts

Step 2 List the concern(s) – be specific, be prepared to investigate each concern separately if necessary and the Ishikawa diagram is a great tool to use here.

Step 3 Agree the containment action and the duration the containment will be in place, for example, we will implement a 100% inspection for the next 48 hours.

Once the direct causes and investigated thoroughly (Using the 5 Why questioning technique)

Step 4, Implementation of the countermeasure and confirmation plan can now be actioned.

This is an ideal tool for leaders to coach on a daily basis, developing the habit and routine for basic problem investigation and resolution

More complex problems will be triggered for Escalation by the 4C process and this is where we use the more scientific 9 Step Problem solving methodology.

Team Orientated Problem Solving (TOPS)

This is the 9 Step process and is used for more complex issues. This will often require the team to gather data to understand a deeper-rooted problem. (I say this method is ideal for more challenging problems, often where data collection takes time and should be completed in no longer than 12 weeks)

Step 1 – Define the problem , a well-defined problem is halfway to being solved. Again, use facts and avoid subjectivity and emotion

Step 2 - Quantify the Current condition – Here the use of the 7 Quality tools are used to gain a greater understanding of the current condition. It’s essential for leaders to use GO LOOK SEE and where possible and compare the performance or issue to the standard or expectation

Step 3 – Set target condition – Its important here to recognise if there is a large gap in performance, we may need to set interim targets or flight path to allow us to work towards the target condition in smaller and more manageable steps

Step 4 – Locate the point of cause and containment the point of cause is where the problem first becomes apparent this helps us to narrow the scope of our investigation and containment, we have covered in the 4C

Step 5 – Cause investigation and Investigation – Identify the possible causes by using an appropriate tool (usually a Fishbone diagram) and involving an experienced team of people. Investigate the prioritised possible causes generated from the fishbone, allocate responsibilities, agree timing, confirm condition by Go Look See take pictures or establish evidence of concerns and identify the Direct Cause/Causes

Step 6 – Root Cause Investigation - The Root Cause is the key element of the problem, which when resolved will prevent re-occurrence. The tool used to identify the Root Cause is the “5 Whys”. In theory this appears to be the simplest of techniques, but in reality, it takes a lot of practice to master this thinking way

Step 7 – Root Cause countermeasure plan - How do we make the root cause go away for good? What are suitable most practical and effective countermeasures to eliminate the root cause? What is the best countermeasure? (perform evaluation) Do the countermeasures achieve the objective? How will we measure the improvement? For how long would we check it? When would we remove the containment? Create a clear and detailed action plan including What, Who, When

Step 8 – Follow up, check and confirm effective - What data do we need to collect? For how long? Who collects it? How is it reported? Has the objective been achieved? Have the results been shared with all members involved? Are the reasons for success or failure been understood? Is the problem sustainably solved? Track in graphical format to show the improvement in performance against the project objective.

Step 9 – Standardise and share the learning - What has to be changed in the current environment to establish the new process as a new standard Can this new process be used elsewhere? Modify standard operating procedures. Modify Job instructions. Support training. Share best practice and learning.

The 7 golden rules for the Leaders role in Problem Solving

• The Leaders role is to COACH not FIX
• Problem solving must be methodical & scientific to understand phenomena, cause & effect and prove the cause, enabling the elimination of the root cause
• Leaders and Managers should encourage systematic problem solving to develop the skill and thinking way of their people
• Leaders and Managers should evaluate people’s competency of systematic problem solving by asking questions and using questions to check and guide the way the team is thinking
• Leaders and Managers should go to the problem area to understand & help people in defining the problem and using routine approach
• Routine repetitive problem solving using the scientific method develops critical thinking and high-level systems thinking skills
• The emphasis on solving the problem is not as important as HOW you got to the solution

I hope you have enjoyed this article, I wish you every success in leading problem solving in your organisations and I leave you with this quote;

“I never teach my pupils; I provide the conditions in which they can learn”

Albert Einstein 1879-1955

About the author

Stuart is a Mechanical Engineer who has spent 30 years helping organisations all over the world to improve productivity and performance through the engagement of people. In his spare time, he collects and restores vintage fishing tackle and tries to use it effectively on the riverbank.

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Creative Synthesis: Combining the 4C and Systems Models of Creativity

• First Online: 10 November 2018

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• Carol A. Mullen 14  

Part of the book series: Creativity Theory and Action in Education ((CTAE,volume 3))

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This chapter is a literature-informed conceptual essay that introduces dynamic creativity and bridges it with influential theory and generative possibility. The dynamic creativity construct grows out of the research on dynamics of creativity—both educational and cultural. Discussion moves to select influential creativity theories—Beghetto and Kaufman’s 4C Model of Creativity and Csikszentmihalyi’s systems model of creativity. A creative synthesis of these theories foregrounds their dynamic possibilities with graphical representation. A fifth C—Hidden-c—extends the theorizing about creativity with reference to Corazza’s theory of dynamic creativity, which is demonstrated in a Chinese education classroom. Hidden-c refers to creative self-beliefs and behaviors that trigger the personal power of creativity and capacity for engaging in dynamic creativity. The role of adopter and shaper of creativity models informs the approach of this eclectic, layered work that is supported with original graphics. Implications for continuing the conversation about dynamic creativity conclude it.

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Mullen, C.A. (2019). Creative Synthesis: Combining the 4C and Systems Models of Creativity. In: Mullen, C.A. (eds) Creativity Under Duress in Education?. Creativity Theory and Action in Education, vol 3. Springer, Cham. https://doi.org/10.1007/978-3-319-90272-2_1

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The Leading Source of Insights On Business Model Strategy & Tech Business Models

4C Model In A Nutshell

The 4C model was developed by WeThrive co-founder Piers Bishop, a psychotherapist who specializes in business and human needs psychology. The 4C model is a model used by businesses to identify causes of employee underperformance in the workplace.

Table of Contents

Understanding the 4C model

The model examines both the conscious and subconscious factors that impact employees in the workplace. Based on the results of a series of survey questions, businesses can understand the causes of low employee motivation, engagement, and performance. 

Bishop also created two additional versions of the 4C model that also have implications for employee performance: 

• The mental health and well-being model – which identifies the areas that impede one’s mental health and happiness, and
• The diversity, equality, equity & inclusion model – which enables organizations to create inclusive workplace cultures where the needs of all employees are met regardless of their background, circumstances, identity, or abilities.

The four components of the 4C model

The core needs of employees fall under four central components of the 4C model , with the model itself depicted as a circle with multiple colored segments. 

For the sake of this article, we’ll focus on the 4C model variation that measures employee engagement and experience.

The capability segment determines whether staff have what they need to execute their work to a sufficient standard. As products, trends, techniques, or regulations evolve, the model acknowledges that a shortfall in certain skills or resources may become apparent.

Many employees try to conceal these shortfalls, but what they need is to be seen by the organization. Only then can staff develop as professionals, experience greater job satisfaction, and work more productively. 

Key capability needs include:

• Resources, and
• Competence.

Employees who respond positively to the connection segment are likely to be part of a focused and contented team. But there is always room for improvement. Some may not feel part of a team and as a result, are absent more often and do not fulfill their potential.

While difficult to measure, the somewhat unseen social mechanisms present in all workplaces have a profound impact on whether employees are happy. When individuals feel socially connected and valued for their achievements, organizations are characterized by openness, health, intelligent performance, and increased employee retention.

Key connection needs include:

• A common bond, and

The cognitive segment encompasses how well people understand their work. Low scores indicate that communication is poor, incorrect assumptions have been made, or vital information is incomplete or missing. 

The four cognitive-based needs include:

• Company and customers – does the employee understand the company’s mission and the needs of the customer?
• Personal performance – does the employee understand what is required of them in clear, consistent, unambiguous terms?
• Team understanding – is the employee aware of the roles and aims of team members?
• Team cooperation – the extent to which teams can collaborate and solve problems to increase the brain power of the organization. 

Fundamentally, the confidence segment of the 4C model shows how well employees are coping with work-related demands. Problems in this area of the model reflect problems in the other three areas and the level of employee resilience.

Management should monitor the five confidence-based needs to determine where to focus their efforts:

• Security – to what extent do staff feel secure at the work? Are they free to make mistakes or take leave as required?
• Control – do staff possess a level of autonomy over their work?
• Headspace – is there sufficient time built into work routines to prevent mistakes and a decrease in motivation? 
• Worry – to what extent are staff free from worry and able to perform well?
• Meaning – does the employee find meaning and purpose in their work? Are they engaged and stimulated?

Case Studies

• Industry: Technology, Consulting
• Description: A technology company implements the 4C model to identify and address the underlying causes of low employee engagement and performance. Through anonymous surveys and feedback sessions, the company assesses employees’ perceptions of their capabilities, connections with colleagues, cognitive understanding of their roles, and confidence levels. Based on the findings, the company develops targeted interventions, such as skills training workshops, team-building activities, improved communication channels, and stress management programs. By prioritizing employee needs and fostering a supportive work environment, the company aims to boost morale, productivity, and retention rates.
• Outcome: After implementing the 4C model interventions, the technology company observes a significant improvement in employee engagement scores, as indicated by higher survey participation rates and more positive feedback from staff. Employees report feeling more valued, connected, and empowered in their roles, leading to increased collaboration, innovation , and job satisfaction. The company also experiences a decline in absenteeism and turnover, resulting in cost savings and improved overall performance metrics.
• Industry: Finance, Banking
• Description: A banking institution adopts the 4C model to enhance diversity, equality, equity, and inclusion (DEEI) within its workforce. Recognizing the importance of creating a supportive and inclusive workplace culture, the bank conducts DEEI assessments using the 4C framework to identify areas for improvement. By analyzing employees’ perceptions of their capabilities, connections with colleagues from diverse backgrounds, cognitive understanding of DEEI principles, and confidence in reporting bias incidents, the bank gains valuable insights into potential barriers to inclusion. Based on the assessment results, the bank implements targeted initiatives, such as unconscious bias training, diversity recruitment programs, inclusive leadership development, and employee resource groups. These initiatives aim to promote a culture of respect, fairness, and belonging for all employees, regardless of their identities or backgrounds.
• Outcome: Through its DEEI initiatives guided by the 4C model , the banking institution achieves notable progress in fostering a more diverse, equitable, and inclusive workplace. Employee surveys and focus groups indicate increased awareness of DEEI issues, greater engagement in diversity initiatives, and improved perceptions of organizational commitment to inclusion. The bank also observes positive changes in workforce demographics, with higher representation of underrepresented groups in leadership roles and key decision-making positions. As a result, the bank enhances its reputation as an employer of choice, attracts top talent from diverse backgrounds, and strengthens its competitive advantage in the market.
• Industry: Healthcare, Pharmaceuticals
• Description: A pharmaceutical company implements the 4C model to address mental health and well-being issues among its employees. Recognizing the impact of work-related stress, burnout, and psychological distress on employee performance and morale, the company conducts mental health assessments using the 4C framework. By examining employees’ perceptions of their capabilities to manage workload pressures, connections with supportive colleagues and managers, cognitive understanding of stress management techniques, and confidence in seeking help for mental health concerns, the company identifies areas for intervention. It introduces a comprehensive well-being program encompassing resilience training, mindfulness workshops, employee assistance programs, and flexible work arrangements. These initiatives aim to promote a culture of psychological safety, work-life balance, and self-care, thereby reducing stress levels and improving overall mental health outcomes.
• Outcome: Following the implementation of the mental health and well-being program guided by the 4C model , the pharmaceutical company observes positive changes in employee attitudes, behaviors, and performance indicators. Surveys and focus groups reveal increased awareness of mental health issues, reduced stigma surrounding seeking help, and enhanced utilization of available support resources. Employees report feeling more supported, valued, and empowered to prioritize their well-being, leading to improvements in job satisfaction, productivity, and retention rates. The company also experiences a decrease in absenteeism, presenteeism, and workplace accidents, resulting in cost savings and improved organizational resilience.
• Industry: Manufacturing, Engineering
• Description: A manufacturing company leverages the 4C model to develop its leadership pipeline and succession planning strategy . Recognizing the importance of nurturing future leaders and retaining top talent, the company assesses employees’ capabilities, connections with mentors and role models, cognitive understanding of leadership competencies, and confidence in assuming leadership roles. Through leadership competency assessments, 360-degree feedback surveys, and talent development programs, the company identifies high-potential employees and provides them with opportunities for growth and advancement. It offers leadership development workshops, coaching sessions, rotational assignments, and stretch assignments to prepare aspiring leaders for future leadership roles. By fostering a culture of continuous learning, mentorship, and career development, the company aims to build a robust leadership pipeline and ensure business continuity.
• Outcome: As a result of its leadership development initiatives informed by the 4C model , the manufacturing company witnesses a positive impact on employee engagement, retention, and succession planning efforts. High-potential employees demonstrate increased readiness and confidence in assuming leadership positions, as evidenced by their improved performance ratings, career progression trajectories, and feedback from peers and supervisors. The company experiences greater stability and continuity in its leadership ranks, with a stronger bench of internal candidates poised to fill critical roles and drive strategic initiatives. Moreover, employees report feeling more connected, supported, and invested in their long-term career growth within the organization, contributing to a positive employer brand and enhanced talent attraction and retention efforts.

Key takeaways:

• The 4C model is a model used by businesses to identify causes of employee underperformance in the workplace and thus build a better culture.
• The 4C model was developed by WeThrive co-founder Piers Bishop, a psychotherapist who specializes in business and human needs psychology. Bishop created three variations of his model to analyze employee engagement and experience, mental health and wellbeing, and workplace diversity.
• The four components of the 4C model for employee engagement and experience include capability, connection, cognitive, and confidence. Each of these components clarifies certain needs that management must consider.

Key Highlights:

• The 4C model was developed by Piers Bishop, co-founder of WeThrive, who specializes in business and human needs psychology.
• This model is used by businesses to identify the underlying causes of employee underperformance in the workplace, allowing them to improve their organizational culture.
• The 4C model analyzes both conscious and subconscious factors affecting employees.
• Capability: Addresses whether employees have the necessary skills and resources to perform their work effectively.
• Connection: Focuses on social bonds within teams, impacting teamwork, employee contentment, and absenteeism.
• Cognitive: Encompasses employees’ understanding of their work, communication, roles, and collaboration.
• Confidence: Reflects how well employees handle work-related demands, their level of resilience, and feelings of security, autonomy, and purpose.
• Mental Health and Well-being Model: Identifies factors affecting mental health and happiness.
• Diversity, Equality, Equity & Inclusion Model: Aids in creating inclusive workplace cultures that cater to all employees’ needs.

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Implementing a 4C Approach to Quality Improvement

Affiliation.

• 1 Allegheny General Hospital, Allegheny Health Network, Pittsburgh, Pennsylvania.
• PMID: 27893502
• DOI: 10.1097/CNQ.0000000000000134

Designing a quality improvement activity can be labor intensive and intimidating to facilitators who have not been specially trained in process improvement methodologies. To simplify the process, a team was formed with the specific task of developing a basic model that addresses key concepts in change theory. The 2010 Institute of Medicine report stresses the importance of health care professionals working together, collaboratively, to use data to improve patient outcomes and improve care nationally. In addition, as noted in Quality and Safety Education for Nurses (2013), competencies have been developed to promote frontline problem solving including using data for quality improvement, providing safe care, functioning in collaborative teams, respecting and addressing patient and family concerns, applying evidence-based practice, and using informatics to make decisions. The team completed a search of the literature on change theory to identify the factors that are imperative to address when initiating a process improvement cycle. Kotter's Model of Change provided direction and guidance on the creation of the 4C model, which involves centering on issue, collaborating with team members, using the change process, and celebrating successes. This model has been implemented in a multihospital system as a framework for process improvement with such initiatives as preventing hospital-acquired infections, implementing patient safety initiatives, and addressing human resource concerns such as turnover and patient satisfaction.

• Cooperative Behavior*
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• Health Plan Implementation / methods*
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• Organizational Innovation
• Patient Care Team / organization & administration*
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• Quality Improvement / organization & administration*

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