creative+problem+solving+and+decision+making

8/3/2019 Creative+Problem+Solving+and+Decision+Making

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Creative Problem Solving

Training Topics: Understanding the process of Creativity and Problem Solving

Removing Blocks and Barriers to finding the best solution

Looking at Problem Solving in 2 steps:

Problem Identification Problem Solving and Decision Making

Problem Solving Tools:

Problem Identification

SWOT Analysis

Pareto Principle

Problem Re-statement (5 Whys)

Problem Solving

Brainstorming

Cause and Effect Analysis


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Learning Outcomes

After studying this chapter, you should be able to: Understand the link between problem solving and

organizational success

Recognize that problems are a normal part oforganizational life and a sign of organizational health

Proactively apply problem finding to bring continuous

improvement to the workplace

To enable delegates to analyse a problem so thatappropriate problem solving techniques may be applied


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To recognise the importance of dealing with the cause ofa problem, rather than just dealing with the effect of aproblem

To learn how to generate alternative solutions, usingcreative thinking and brainstorming

To learn the different stages of the decision making

process and understand the importance of each stage inensuring effective decisions are made

To enable delegates to apply the problem solving and

decision making model to the workplace

Learning Outcomes (contd)


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How DO we solveproblems?

How SHOULD wesolve problems?

Because our mindscannot cope with the

intricacies of complexproblems, we settle for

partial solutions, thustending to oversimplify.

Keep an open mind.

Analyze the situationby breaking downthe problems into

smaller parts.

Structure yourfindings.


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What is Problem-Solving?

The world is full of problems

A Problem is:

A situation in need of improvement

A goal, intention, or desire

A project or task

An obstacle to be overcome

Problem solving is a part of living.

Without a process, one may become overwhelmed

with options.


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What is Creative Problem-Solving?

Creativity = uniqueness, innovation

Creative problem-solving (CPS) ~ Design

A sequence of actions that lead to a specificgoal or product.

An intentional, process with a purpose.

To be effective, a problem solving process must beconsistent AND flexible.

Creative Problem-Solvers make living look easy.


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Why is Problem Solving so Challenging?

Analysis is the core element of

efficient problem solving. However,

human beings tend to avoid

Analytic Structure as we are not

taught those techniques at early

ages.


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What is Structuring?

Structuring is to analysis what a blueprint is to

building a house, it is like a road map for a trip.

It helps the mind make sense out of complex

problems.

It allows us to compare and weigh one element

against another.

It focuses on one element at a time.


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Attitudes That Kill Creative Ideas

Not practical for operating.

Dont be ridiculous.

It isnt in the budget.

Were not ready for that.

We dont have time.

Weve never done it before.

Well be the laughing stock.

Thats not our problem.

Cant teach an old dog new tricks.

Youre two years ahead of your time.

That beyond our responsibility.

Its too radical a change.

We tried that before.

Top management will never go for it.

It costs too much.

Has anyone else tried it?

Lets form a committee.

Are our competitors doing it?


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The Relationship among Objectives, Problem Solving, andDecision Making

Problem

Exists whenever objectives are not being met.

What is happening vs. what is wanted tohappen

Problem Solving

The process of taking corrective action tomeet objectives.

Decision Making

The process of selecting an alternative courseof action that will solve a problem.

First decision is whether to take correctiveaction.


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Problem Solving and Decision Making

The Relationship among the ManagementFunctions, Decision Making, and ProblemSolving

Managers need to make proficient decisions

while performing the functions of management.


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The Decision-MakingModel

A six-step process thatwhen properly utilizedincreases chances of

success in decisionmaking and problemsolving.

Exhibit 41


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Decision-Making Styles

Reflexive Style Makes quick decisions without taking the time

to get all the information that may be neededand without considering all the alternatives.

Reflective Style Takes plenty of time to make decisions,

gathering considerable information andanalyzing several alternatives.

Consistent Style

Tends to make decisions without either rushingor wasting time.


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Decision Structure

Programmed Decisions Recurring or routine situations in which the

decision maker should use decision rules ororganizational policies and procedures to make

the decision. Nonprogrammed Decisions

Significant and nonrecurring and nonroutinesituations in which the decision maker should

use the decision-making model.


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Decision Structure Continuum

Exhibit 42

Nonprogrammed Decision:Significant, nonrecurring, and nonroutine(Longer period of time to make decisions)

Programmed Decision:Nonsignificant, recurring, and routine

(Shorter period of time to make decisions)


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Decision-Making Conditions

Certainty Each alternatives outcome is known in

advance.

Risk

Probabilities can be assigned to eachoutcome.

Uncertainty

Lack of information or knowledge makes theoutcome of each alternative unpredictablesuch that no probabilities can bedetermined.


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Decision-Making Models

Rational Model (Classical Model) The decision maker attempts to use

optimizing, selecting the best possiblealternative.

The Bounded Rationality Model

The decision maker uses satisficing,selecting the first alternative that meets theminimal criteria for solving the problem.


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Continuum of Decision-Making Conditions

Exhibit 43


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Potential Advantages and Disadvantages of Using Group Decision Making

Potential Advantages1. Better-quality decisions

2. More information,alternatives, creativity,and innovation

3. Better understanding ofthe decision

4. Greater commitment tothe decision

5. Improved morale andmotivation

6. Good training

Potential Disadvantages1. Wasted time and slower

2. Satisficing

3. Domination and goaldisplacement

4. Conformity and

groupthink

Exhibit 44


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Continua for Classifying a Problem

Exhibit 45


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Continua for Classifying a Problem (contd)

Exhibit 45 contd


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Define the Problem

Distinguish Symptoms from the Cause of theProblem

List the observable and describableoccurrences (symptoms) that indicate a

problem exists. Determine the cause of the problem.

Removing the cause should cause thesymptoms to disappear or cease.

Symptom: Customer dissatisfaction Cause: Poorly trained employees

Solution: Implement customer relationstraining program for employees


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Set Objectives and Criteria

Setting Objectives Involves establishing clear objectives that

will make for better decisions.

Objectives state what the decisions should

accomplish in solving a problem or takingadvantage of an opportunity.

Setting Criteria

Involves setting standards that analternative must meet to be selected as thedecision that will accomplish the objective.


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Generate Creative Alternatives

Innovation The implementation of a new idea

Product innovation (new things)

Process innovation (new way of doing things)

Creativity

A way of thinking that generates new ideas

The Creative Process

Preparation

Incubation and illumination

Evaluation


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Stages in theCreative Process

Exhibit 46

Become familiar with the problem; generate

as many solutions as possible.

Take some time before working on theproblem again to gain additional insight.

Before implementing the solution, evaluatethe alternative to be sure it is practical.


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Group Decision-Making Techniques That Foster Creativity

Exhibit 47


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Generating Creative Alternatives

Brainstorming The process of suggesting many possible

alternatives without evaluation.

Synectics

The process of generating novel alternativesthrough role playing and fantasizing.

Nominal Grouping

The process of generating and evaluating

alternatives using a structured voting methodthat includes listing, recording, clarification,ranking, discussion, and voting to select analternative.


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Generating Creative Alternatives (contd)

Consensus Mapping (Ringi) The process of developing group agreement

on a solution to a problem.

Delphi Technique

The process of using a series of confidentialquestionnaires to refine a solution.


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Decision Tree

Exhibit 48


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Plan, Implement, and Control

Plan Develop a plan of action and a schedule of

implementation.

Implement the Plan

Communicate and delegate for direct action.

Control

Use checkpoints to determine whether the

alternative is solving the problem. Avoid escalation of commitmentto a bad

alternative.


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Participative Decision-Making:Time-Driven Model

The model is a decision tree that

works like a funnel. Define the

problem statement; then move from

left to right and answer each

question by responding either high

(H) or low (L), skipping decisions

that are not appropriate to thesituation and avoiding crossing any

horizontal lines. The last column

indicates the appropriate leadership

decision-making style for that

situation.

Exhibit 411a

Source:Adapted from Victor H. Vroom, Leadership and theDecision-Making Process, Organizational Dynamics 28(4),p. 87. Copyright 2000 with permission from Elsevier.


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Participative Decision-Making:Development-Driven Model

The model is a decision tree

that works like a funnel. Define

the problem statement; then

move from left to right and

answer each question by

responding either high (H) or

low (L), skipping decisions thatare not appropriate to the

situation and avoiding crossing

any horizontal lines. The last

column indicates the

appropriate leadership

decision-making style for thatsituation.

Exhibit 411b

Source:Adapted from Victor H. Vroom, Leadership and theDecision-Making Process, Organizational Dynamics 28(4),p. 87. Copyright 2000 with permission from Elsevier.


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Time-Driven versus Development-Driven Model

Making effective decisionsthrough maximum

development of groupmembers

Making effective decisionswith minimum cost

Emphasizes groupdevelopment

Emphasizes timelydecision making

Has a long-term horizon,as group developmenttakes time.

Has a short-termtime horizon

Time-Driven Development-Driven

Value

Orientation

Focus


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Creative Problem Solving Tools &Techniques

Root Cause Analysis Technique - Five Whys

Fishbone Diagram (Ishikawa Diagram)

Basic Questions to Ask in Defining the Problem(regardless of the technique used)

- Who - When

-What - Why

- Where - How

Mind mapping


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The Problem Solving Process 8 Disciplines

D1 - Use a team approach

D2 - Describe the problem

D3 - Implement and verify interim containment actions

D4 - Define and verify root causes

D5 - Verify the correction action(s)

D6 - Implement permanent corrective actions

D7 - Prevent problem recurrence

D8 - Congratulate the team

Creative Problem Solving Tools &Techniques


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Root Cause Analysis Technique - Five Why

Benefits Of The 5 Whys Help identify the root cause of a problem.

Determine the relationship between different

root causes of a problem.

One of the simplest tools; easy to complete

without statistical analysis.
http://www.isixsigma.com/index.php?option=com_glossary&id=56&Itemid=228http://www.isixsigma.com/index.php?option=com_glossary&id=56&Itemid=228


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When Is 5 Whys Most Useful?

When problems involve human factors or

interactions. In day-to-day business life; can

be used within or without a Six Sigma project.


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How To Complete The 5 Whys

1. Write down the specific problem. Writing the issue helps you

formalize the problem and describe it completely. It also helps

a team focus on the same problem.

2. Ask Why the problem happens and write the answer down

below the problem.

3. If the answer you just provided doesn't identify the root cause

of the problem that you wrote down in step 1, ask Why again

and write that answer down.

4. Loop back to step 3 until the team is in agreement that the

problem's root cause is identified. Again, this may take fewer

or more times than five Whys.


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5 Whys Examples

Problem Statement: You are on your way home from workand your car stops in the middle of the road.

1. Why did your car stop?- Because it ran out of gas.

2. Why did it run out of gas?

- Because I didn't buy any gas on my way to work.3. Why didn't you buy any gas this morning?

- Because I didn't have any money.4. Why didn't you have any money?

- Because I lost it all last night in a poker game.5. Why did you lose your money in last night's poker game?- Because I'm not very good at "bluffing" when I don't have

a good hand.


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In the examples the final Why leads the team to astatement (root cause) that the team can takeaction upon.

It is much quicker to come up with a system thatkeeps the sales director updated on recent salesor teach a person to "bluff" a hand than it is to try

to directly solve the stated problems abovewithout further investigation


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5 Whys And The Fishbone Diagram

The 5 Whys can be used individually or as a partof the fishbone (also known as the cause andeffect or Ishikawa) diagram.

The fishbone diagram helps you explore allpotential or real causes that result in a singledefect or failure. Once all inputs are established

on the fishbone, you can use the 5 Whystechnique to drill down to the root causes.
http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1416:the-cause-and-effect-aka-fishbone-diagram&Itemid=200http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1416:the-cause-and-effect-aka-fishbone-diagram&Itemid=200http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1416:the-cause-and-effect-aka-fishbone-diagram&Itemid=200http://www.isixsigma.com/index.php?option=com_k2&view=item&id=1416:the-cause-and-effect-aka-fishbone-diagram&Itemid=200


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Fishbone Diagram (Ishikawa Diagram)

Ishikawa diagrams (also called fishbone diagrams, orherringbone diagrams , cause-and-effect diagrams, orFishikawa) are causal diagrams that show the causes of acertain event -- created by Kaoru Ishikawa (1990).

Common uses of the Ishikawa diagram are product designand quality defect prevention, to identify potential factorscausing an overall effect.

Each cause or reason for imperfection is a source ofvariation. Causes are usually grouped into major categoriesto identify these sources of variation
http://en.wikipedia.org/wiki/Causal_diagramhttp://en.wikipedia.org/wiki/Causehttp://en.wiktionary.org/wiki/eventhttp://en.wikipedia.org/wiki/Kaoru_Ishikawahttp://en.wikipedia.org/wiki/Product_designhttp://en.wikipedia.org/wiki/Product_designhttp://en.wikipedia.org/wiki/Kaoru_Ishikawahttp://en.wiktionary.org/wiki/eventhttp://en.wikipedia.org/wiki/Causehttp://en.wikipedia.org/wiki/Causal_diagram


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Description

The fishbone diagram identifies many possiblecauses for an effect or problem.

It can be used to structure a brainstormingsession.

It immediately sorts ideas into useful categories.


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When to Use a Fishbone Diagram

When identifying possible causes for a problem.

Especially when a teams thinking tends to fall

into ruts.


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Fishbone Diagram Procedure

Materials needed: flipchart or whiteboard, marking pens.

Agree on a problem statement (effect). Write it at the center rightof the flipchart or whiteboard. Draw a box around it and draw ahorizontal arrow running to it.

Brainstorm the major categories of causes of the problem. If this isdifficult use generic headings:

Methods

Machines (equipment)People (manpower)

Materials

Measurement

Environment


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Write the categories of causes as branches from the mainarrow.

Brainstorm all the possible causes of the problem. Ask:Why does this happen? As each idea is given, the

facilitator writes it as a branch from the appropriate category.Causes can be written in several places if they relate to

several categories.

Again ask why does this happen? about each cause. Write

sub-causes branching off the causes. Continue to ask

Why? and generate deeper levels of causes. Layers of

branches indicate causal relationships.

When the group runs out of ideas, focus attention to placeson the chart where ideas are few.


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Fishbone Diagram Example


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For example, under the heading Machines, the

idea materials of construction shows four kinds

of equipment and then several specific machinenumbers.

Note that some ideas appear in two differentplaces. Calibration shows up under Methods

as a factor in the analytical procedure, and alsounder Measurement as a cause of lab error.

Iron tools can be considered a Methodsproblem when taking samples or a Manpower

problem with maintenance personnel.


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Brainstorming A Creative Technique

Brainstorming is a great way of generating radical ideas. During the brainstorming process there is no criticism of

ideas, as free rein is given to people's creativity (criticism

and judgment cramp creativity).

Individual Brainstorming:

It is best for generating many ideas, but tends to be

less effective at developing them.

Can be risky for individuals. Valuable but strange

suggestions may appear stupid at first sight.


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Group Brainstorming:

tends to develop fewer ideas, but takes each idea

further

needs formal rules for it to work smoothlygroup brainstorming sessions are usually

enjoyable experiences, which are great for creating

cohesion in a team

Brainstorming A Creative Technique

creative+problem+solving+and+decision+making

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