CHAPTER 1: ISSUES AND PERSONALITIES This chapter provides an overview of my proposed study. Outlines (1.1) the central role of problem solving in program management; (2.2) different types of problems; (2.3) different types of problem solving skills; (2.4) different personality types; (2.5) personality as a predictor of problem solving ability; (2.6) the variables operationalized and analyzed in this study and (2.7) the research questions. These areas are further explored and developed in chapter 2.1.1. Troubleshooting program management. Problem solving refers to an individual's ability to apply knowledge and innovative ideas effectively, in order to identify, analyze and frame solutions to problematic problems and challenges (Carson, 2007). The central role of problem solving in program management is that it guides an individual's mental cognition to provide solutions that lead to decision making. Troubleshooting is not the exclusive responsibility of those occupying the executive suite. Many organizations seek to strengthen their position and competitive advantage by cultivating problem-solving skills in their workforce. Every individual in an organization must be prepared and equipped to meet the challenge of problem solving (Marone and Blauth, 2004). However, the effectiveness of program managers' problem-solving skills has been relatively underexplored. Relatively little research has been conducted to help develop managers in project-oriented organizations (Smith, 2007; Bodea & Buchman, 2012). In the following sections I classify different types of problems and problem solving skills and indicate how personality traits and problem solving ability may be related. 1.2 Clas...... half of the paper ...... ially lack precision and clarity in valid and reliably measured quantitative variables that can be analyzed statistically (Creswell, 2009). Constructs are complex psychological concepts (e.g., personality traits) that cannot be directly measured; however, they can be inferred by combining indicators of their multiple facets, using statistical methods such as factor analysis (Gorsuch, 1983). In consideration of the information provided above, Table 1 summarizes the nine constructs that I will operationalize into quantitative variables in this study, as well as introduces the tools that I will use to collect the data. Table 2 provides the conceptual definitions of the nine variables. Appendices A to E present copies of the instruments. Chapters 2 and 3 provide further details on the instrumentation and how the variables are operationalized.