practical problem solving
TRANSCRIPT
Linking problem solving to business goals
Introduce a 6-step problem solving model
Discuss examples for using the model
• First, problem solving takes time.
• Second, a positive attitude is essential for
effective problem solving.
• Third, most problems are complex rather
than simple.
• Fourth, there is no substitute for
interpersonal skills.
Six Key Categories
Who:
What:
Where:
When:
Extent:
Pattern:
Who is involved in the problem?
What exactly is wrong?
Where is the problem taking place geographically?
Where is the problem taking place on the defective object?
When was the problem first observed?
When did the problem begin?
How widespread is the problem?
How does the problem play out over time?
Five Ways to Collect Information
1. Interviews
2. Questionnaires
3. Observing
4. Reviewing documents
5. Experience
Step One: Identify Relevant
Situational Information
Step Two: Identify the Sources of
Information
Step Three: Collect the Needed
Information
Time Specific
Clearly Defined
Realistic
Examples of Effective Goals:
“By January 1, all financial arrangements for the new office will have been completed.”
“By the end of next month, once-a-month meetings between sales and marketing will have been scheduled for the rest of the year.”
Chosen freely
Chosen from alternatives
Chosen after careful consideration of the consequences
Prized and cherished
Publically affirmed
Acted upon
Repeating
Examples of organizational values include:
innovation, community service, employee development, quality
An Enabling Goal is a lower priority
goal, the accomplishment of which
will further the accomplishment of one
or more higher priority goals.
Three Comparative Situations
Type A: The Situation to Itself
Type B: The Situation to a Similar
Situation
Type C: The Situation to the
Target
Step One: Identify and Analyze a
Comparative Situation
Step Two: Compare and Contrast the
Current and Comparative
Situations
Step One: Identify and Analyze a
Comparative Situation
Step Two: Compare and Contrast the
Current and Comparative
Situations
Step Three: Identify Resources
Step Four: Identify Most Likely Cause
May help create the problem but
does not actually cause the problem
The Most Likely Cause:
Actually brings the problem
into being
Step One: Identify and Analyze a
Comparative Situation
Step Two: Compare and Contrast the
Current and Comparative
Situations
Step Three: Identify Resources
Step Four: Identify Most Likely Cause
Step Five: Determine if this is the “Real
Problem”
1. Set a time limit
2. Review the rules• any or all ideas
3. Select recorders
4. Conduct the brainstorm
• no evaluation• no discussion
Step One: Evaluate Proposals
Step Two: Consider a Pilot Test
Step Three: Quantifying the
Alternatives
The Leaping Monkey
•When you begin to doubt your own ability to solve
the problem
•When you begin to send “solutions” before fully
exploring the problem situation
•When you begin to focus more on the problem
than on the person