PROBLEM SOLVING &
DECISION MAKING
There is a Problem
There was a Problem
There will be a Problem
Because Problems are there, we are
here
Attitude (to solve problems)
determines your Altitude
WHAT IS A PROBLEM ?
A discrepency between some current
state of affairs and some desired state
Deviation from the norm, something goes
wrong eg. My computor is not working
Decision making is a case of choosing
between different alternatives eg. Which
computor shall I buy?
Disappointment comes to those who
make a prior appointment with the future
TYPES OF PROBLEMS?
Based on Importance & Timelines
URGENCY
I
M
P
O
R
T
A
N
C
E
URGENT &
IMPORTANT
NOT URGENT &
IMPORTANT
URGENT & NOT
IMPORTANT
NOT URGENT &
NOT IMPORTANT
VIEWING THE PROBLEM
A problem for one may not be a
problem at all for the other
A big problem for one can be a minor
problem for the other
ADVANTAGES OF SOLVING
PROBLEMS
The Process :
Is systematic & Thorough
Provide evidence to show how the
problem was solved
Helps avoid the rush to jump into solution
without knowing the cause of the problem
Enables possible causes to be tested
Is particularly suitable for complex
problems
DISADVANTAGES OF SOLVING
PROBLEMS
The Process :
Is time consuming
Relies on thorough investigation
Requires discipline, information
seeking & Collaton
THE PROBLEM SOLVING
PROCESS
1.
2.
3.
4.
5.
6.
7.
8.
Define the Problem
Gather Relevant information
Identify Possible Causes
Identify a possible solution
Test the possible causes
Work out solutions
Make a decision
Monitor the results
1. DEFINE THE PROBLEM
Investigate exactly what has gone
wrong
Try to identify the problem by looking
in routine statistical returns, progress
meetings, suggestion schemes etc.
A rising tide of complaints could stem
from faulty machinery, poor
packaging, staff absence, poor staff
training, false marketing hype
2. GATHER RELEVANT
INFORMATION
Ask the following :
What is the problem? Eg. Productivity in
the Shopfloor.
What is not the problem? Eg.
Equipment, working conditions
What is different about the problem?
Who are affected by the problem?
Who are not affected by the problem?
What things are affected by the
problem?
3. IDENTIFY POSSIBLE CAUSES
Causes usually relate to People,
Systems or Equipment
Do not blame the Tool when it could
be the Operator
What has changed from the norm
helps in identifying the cause.
When did the problem occur?
When did it not exist?
What changes might be relevant?
4. IDENTIFY THE POSSIBLE
SOLUTIONS
Once you have identified the likely
cause, workout what you are looking for
to know and how will you know the
same
What changes might be relevant?
What causes might this suggest?
Imposition of a new scheme
Lack of consultation
Inadequate training
Dominance of certain individuals etc.
5. TEST THE POSSIBLE
CAUSES
Go back to the information so far
assembled
If a cause finds a good match with
how, where and when the problem
occurs, to what extent it occurs and
who is affected by it.
6. WORKOUT SOLUTIONS
There may be a no. of possible
solutions
Some more appropriate than others
This is the time to move from
problem analysis to method for
decision making
7. METHOD FOR DECISION
MAKING
Identify Alternative Solutions and Assess
the consequences of implementing each
Testing solution against causes is one
mechanism for doing this
Another is Group Brainstorming
Select the most promising alternative
There may not be an ideal solution but
there should be a best one
8. MONITOR THE RESULTS
Track the changes because of what
has been implemented
Take care to monitor how other
changes might impact on the action
you have chosen, and vice versa.
SOLUTIONS
Easy to Solve
Required Efforts to Solve
Difficult to Solve
Cannot be Solved
MODE OF SOLVING
PROBLEM
1.
2.
3.
4.
5.
Insensitive to the Problem
Duck the Problem
Pass the Problem
Linger the Problem
Confront the Problem
PROBLEM SOLVING STYLES
There are different Styles
Directive Style
Analytical Style
Conceptual Style
Behaviourial Style
Though distinctive features are seen, the
styles overlap
DIRECTIVE STYLE
Structured Information
Efficient & Logical
Does not Access all Alternatives
Focus on Short term Results
ANALYTICAL STYLE
Desire for more Information
Consider Various Alternatives
Careful Decision Makers
Focus on Long Term
Ability to Adapt and Cope up with
Situation
CONCEPTUAL STYLE
Very Broad in their outlook
Consider many Alternatives
Focus long Range
Very Good at finding Creative
Solutions
BEHAVIOURIAL STYLE
Decision Makers who work well with
others
Concerned with Achievement of
Peers & Team members
Receptive to Suggestions & Team
Tries to avoid conflict and seeks
acceptance
CONSTRAINTS IN PROBLEM
SOLVING
Performance Evaluation
Formal Regulations
Time Constraints
Historical Precedents
PERFORMANCE
EVALUATION
Target
Reward System
Risk Aversion
Low Profile Avoid Controversy
FORMAL REGULATIONS
Rules for Everything
Procedure for Everything
Problems have to go through
Procedure
Activity Trap
TIME CONSTRAINTS
Deadlines on Every Decision
A host of decisions have to be made
at the same time (eg. end of the
month)
HISTORICAL PRECEDENTS
Problems are not solved in a vacuum
They have context
Decisions made in the past are
ghosts that continuously haunt
current choices
ETHICS - 3 CHOICES
Utilitarianism : Decisions are made
so as to provide greatest good for the
greatest number
Protection of Rights & Privileges as
provided in the Constitution
Focus on Justice
Fairness, Impartiality, Equitable
distribution of benefits & Costs
CAUTIONS
Do not jump at every Problem
Let Team Members solve their
problem
Try to help Boss in Solving Problems
REMEMBER
If we are not a part of the Solution,
then we are a part of the problem
THANK YOU
