problem solving and decision making in the workplace ppt

Problem solving in work place

This document discusses problem solving in the workplace. It begins by outlining some key quotes about problem solving and decision making. It then defines what a problem is and introduces the concept of problem solving. Several common types of problems encountered in workplaces are described, such as communication, attitude, and performance issues. The document outlines a seven step problem solving process involving defining the problem, analyzing it, generating solutions, evaluating solutions, selecting the best solution, implementing it, and evaluating the results. Barriers to effective problem solving like failing to recognize the real problem or considering all consequences are also discussed. Read less

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• 1. ? ? PROBLEMSOLVING IN WORK PLACE? ? ? ? ? ? ? ? ? ? ? ? ?
• 2. "In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing." (attributed to Theodore Roosevelt) DO NOT PUT A BAND AID – SOLVE THE ROOT OF THE PROBLEM “You can’t solve problems with the same thinking that created them” -Albert Einstein
• 3. WHAT IS A PROBLEM ??? • A problem is  ▫ A present unsatisfactory state that needs to be changed to a desired state as soon as possible  ▫ Some deviation from the expected standard which prevent the achievement of objectives
• 4. INTRODUCTION TO PROBLEM SOLVING….  • Problem solving…  ▫ Is bridging the gap between the way things are and the way they ought to be  ▫ It is focused on the past  Usually analytical  Operational  Done at lower levels
• 5. A LITTLE ABOUT DECISION MAKING…. • Decision making…  ▫ Is a broader concept  ▫ It is the act of making a choice between two or more options  ▫ It is focused on the future  Often creative  Directional  Done at senior levels Problem solving is therefore  ▫ part of decision making  ▫ a subset of decision making
• 6. TYPES OF PROBLEMS ENCOUNTERED AT THE WORKPLACE Problems abound in every workplace due to various issues such as the need to  collaborate and work with various types of people,  meet targets and deadlines,  work within tight budgets,  gain the endorsement and praise of supervisors  work within the norms and culture of the organization etc.
• 7. TYPES OF PROBLEMS ENCOUNTERED AT THE WORKPLACEThere are specific problems which are common to every workplace because workplaces are human institutions and human beings are the same every where.  Communication problems  Attitude problems  Interpersonal challenges between supervisor and subordinate or among your subordinates  Ethical problems  Poor performance  Discrimination and/or harassment
• 8. TYPES OF PROBLEMS ENCOUNTERED AT THE WORKPLACE There are another set of problems that are peculiar to an organization for various reasons for example as a result of:  Policies that are unique to your workplace  Processes that should be followed for various work related issues  Types of clients the organization provides services to  Other constraints at work ie. Inadequate resources, equipment etc.
• 9. APPROACH TO PROBLEM SOLVING To effectively solve problems at the workplace, it is important to keep the following in mind: Problems are not manageable when they are conceived in large global terms:  “Everything is going wrong.” “He will never change.” “There is no hope.” etc. You need to establish and obtain relevant facts. Problems should not be allowed to linger.  Addressing issues as they occur is a much strategy than waiting for things to get better and work themselves out.
• 10. APPROACH TO PROBLEM SOLVING  Practice fairness in solving problems  Commend or criticize the team, (where relevant) not the players, and establish a culture of fairness in the decisions you make and the actions you take  If there is any punishment, let it fit the crime  Not too excessive, not too lenient
• 11. PROBLEM SOLVING MODEL In this approach, possible solutions are carefully evaluated & one of them is chosen for implementation. The situation is carefully monitored over time to ensure the initial & continued effectiveness of the solution. Therefore, problem solving for one situation contributes to the nurse’s knowledge for problem solving in other similar situations. 2
• 12. PROBLEM-SOLVING PROCESS 3 Problem definition Problem analysis Generating possible solutions Analyzin g the solution Selectin g the best solution s Impleme nting the solution Evaluatio n & revision
• 13. PROBLEM-SOLVING PROCESS Problem definition • In this first step, there is a need to write down what exactly the problem entails, which helps to identify the real problem that is under study & needs an immediate solution. Problem analysis • To analysis how the problem affects the researcher & his or her current situation & other people involved in the situation. • The gravity of the problem & all the factors that are contributing to the problem are determined 4
• 14. PROBLEM-SOLVING PROCESS Generating possible solutions • Focus must be on identifying & generating all possible solutions for a problem. • Each potential idea for solution of a problem must be considered without discarding it through value judgment. Analyzing the solutions • Various factors about each of the potential solutions are investigated, wherein all the positive & negative aspects of each solution are analyzed. 5
• 15. PROBLEM-SOLVING PROCESS Selecting the best solutions • An attempt is made to compare the available solutions, & eventually the best solutions is selected based on the careful judgment. Implementing the solutions • The final step of the problem-solving process is to practically solve the problem by implementing the selected solutions. 6
• 16. Evaluation and revision PROBLEM-SOLVING PROCESS • After implementation of the most potential solution, an evaluation is made to judge the effectiveness of the solution in resolving the problem. • It also helps to redefine the problem & revise the problem- solving process in case the initial solution fails to manage the problem effectively. 7
• 17. The problem solving model The importance of understanding and using a model is that the solution will be the result of facts and analysis rather than of opinions and feelings.  Identification of the real problem is extremely important.  If the wrong cause and solution for that cause is selected, the problem will still be there.
• 18. Barriers to Problem Solving  Failure to recognize the problem- not sure what the problem is  Conceiving the problem too narrowly, not sure what is happening  Making a hasty choice, not sure what you want  Failure to consider all consequences, not enough resources  Failure to consider the feasibility of the solution
• 19. Barriers to Problem Solving  Failure to know to communicate what is possible  Failure to define what YOU did that was responsible for your success  Team attitudes like complacency, ridiculing others’ ideas, lack of accountability, dysfunctions, fear of change, lack of trust and doubts  Too many chefs in the kitchen  Value judgment: Members afraid to be judged based on their skills

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Decision making & problem solving

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Problem Solving and Decision Making

Jan 05, 2020

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Problem Solving and Decision Making. Problem A situation that exists when objectives are not being met. Problem Solving The process of taking corrective action to meet objectives. Decision Making The process of selecting an alternative course of action that will solve a problem.

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Problem Solving and Decision Making • Problem • A situation that exists when objectives are not being met. • Problem Solving • The process of taking corrective action to meet objectives. • Decision Making • The process of selecting an alternative course of action that will solve a problem. • Managers need to make proficient decisions while performing the functions of management.

Management, Decision Making, and Problem Solving • The Relationship Among Management Functions, Decision Making, and Problem Solving • Managers need to make proficient decisions while performing the functions of management.

Steps in Problem Solving Identify the problem Generate ideas Evaluate alternatives Choose among alternatives Implement chosen alternative Learn from feedback

The Decision-Making Model • A six-step model that when properly utilized increases chances of success in decision making and problem solving. Model 4–1

Decision-Making Styles • Reflexive Style • Makes quick decisions without taking the time to get all the information that may be needed and without considering all the alternatives. • Reflective Style • Takes plenty of time to make decision, gathering considerable information and analyzing several alternatives. • Consistent • Tends to make decisions without rushing or wasting time.

Types of Decisions • Programmed Decisions • Recurring or routine situations in which the decision maker should use decision rules or organizational policies and procedures to make the decision. • Nonprogrammed Decisions • Significant and nonrecurring and nonroutine situations in which the decision maker should use the decision-making model.

Decision-Making Structure Exhibit 4–1

Decision-Making Models • Rational Model (Classical Model) • The decision maker attempts to use optimizing, selecting the best possible alternative. • The Bounded Rationality Model • The decision maker uses satisficing, selecting the first alternative that meets the minimal criteria for solving the problem.

Which Decision Model to Use Exhibit 4–4a

Decision-Making Conditions • Certainty • Each alternative’s outcome is known in advance. • Risk • Probabilities can be assigned to each alternative. • Uncertainty • Lack of information or knowledge makes the each alternative unpredictable such that no probabilities can be determined.

Decision-Making Conditions Continuum Exhibit 4–4b

Potential Advantages and Disadvantages of Using Group Decision Making Exhibit 4–3

When to Use Group or Individual Decision Making Exhibit 4–4c

Define the Problem or Opportunity • Distinguish Symptoms from the Cause of the Problem • List the observable and describable occurrences (symptoms) that indicate a problem exists. • Determine the cause of the problem. • Removing the cause should cause the symptoms to disappear or cease. • Symptom: Customer dissatisfaction • Cause: Poorly trained employees • Solution: Implement customer relations training program for employees

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 taking advantage of an opportunity. • Setting Criteria • Involves setting standards that an alternative must meet to be selected as the decision that will accomplish the objective.

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

Stages in the Creative Process Become familiar with the problem; generate as many alternatives as possible. Take some time before working on the problem again to gain additional insight. Before implementing the solution, evaluate the alternative to be sure it is practical. Exhibit 4–5

Characteristics of Useful Information • Timeliness • Quality (Accuracy) • Completeness (Amount) • Relevance Exhibit 4–6

Group Decision-Making Techniques That Foster Creativity Exhibit 4–7

Generating Creative Alternatives • Brainstorming • The process of suggesting many possible alternatives without evaluation. • Synectics • The process of generating novel alternatives through role playing and fantasizing. • Nominal Grouping • The process of generating and evaluating alternatives using a structured voting method that includes listing, recording, clarification, ranking, discussion, and voting to select an alternative.

Generating Creative Alternatives • Consensus Mapping (Ringi) • The process of developing group agreement on a solution to a problem. • Delphi Technique • The process of using a series of confidential questionnaires posed to experts to refine a solution.

Responses That Kill Creativity Exhibit 4–8

Analyzing the Feasibility of Alternatives • Quantitative Techniques • Break-even analysis • Capital budgeting • Payback • Discounted cash flow • Linear programming • Queuing theory • Probability theory

Cost-Benefit (Pros and Cons) Analysis • Cost-Benefit Analysis • A technique for comparing the cost and benefit of each alternative course of action using subjective intuition and judgment along with math. • The Alternative Analysis Techniques Continuum: Exhibit 4–10

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 commitment to a bad alternative.

Decision Tree Exhibit 4–11

Situational Management: Decision Making Model 4–2a

Situational Management: Decision Making (cont’d) Model 4–2b

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