Part 1: Identifying and Defining Problems Objectives Understand problem solving Analyze problems Work with problem owners and stakeholders Develop effective problem statements Objectives Determine causes Simplify complex problems Identify and manage risks Avoid problem-solving traps Understanding Problem Solving A professional in any occupation should be a problem solver People who can identify, define, and solve problems are valued members of an organization Understanding Problem Solving Guidelines for solving problems: ? Identify yourself as a problem solver ? Recognize problems ? Select an intuitive approach for solving problems ? Select a systematic approach for solving problems ? Make decisions Understanding Problem Solving Basic problem-solving steps Analyzing Problems Companies rely on employees to identify problems and solve them Much of the effort in problem solving involves understanding what the underlying issues really are Defining the real problem is the first major milestone on the way to a solution Analyzing Problems Do’s and Don’ts for analyzing problems: ? Look for deficiencies ? Interview and gather data ? Observe as much as you can ? Ask what, not who ? Have a reality check Working with Problem Owners and Stakeholders When you solve a problem for someone else, that person is the problem owner Stakeholders are people who are also affected or whose involvement you need to resolve the matter Working with Problem Owners and Stakeholders Do’s and Don’ts for working with problem owners and stakeholders: ? Solicit input from the problem owners ? Recognize opinions and assumptions ? Communicate your progress clearly ? Do your homework carefully ? Provide choices ? Promote your solution Developing Effective Problem Statements A problem statement is a clear, concise description of the problem and the effect you expect from the solution The purpose of the problem statement is to describe a single problem objectively Include the problem statement in your proposals, progress reports, and discussions with stakeholders Developing Effective Problem Statements Guidelines for developing problem statements: ? Describe the ideal situation ? Briefly summarize the problem ? Identify symptoms of the problem ? Describe the size and scope of the problem ? Identify the consequences ? Explain any other research or investigation that you may pursue Determining Causes It is common to overlook the root cause of problems and focus only on symptoms Complex situations usually involve interrelated problems, each with a different cause To link a problem to its cause, you must perform a root-cause analysis, a study that determines the real basis for the problem Determining Causes To determine causes: ? Differentiate between symptoms and causes ? Look for more than one cause ? Consider the cost ? Use the 5 Whys technique ? Create a cause-and-effect diagram Determining Causes Cause-and-effect diagram Simplifying Complex Problems Complex problems have no clear boundaries, are unique, and have no single optimal solution Complex problems frequently involve multiple stakeholders with competing agendas Most complex problems consist of smaller subproblems that affect each other in ways that complicate the larger problems Simplifying Complex Problems To simplify complex problems: ? Identify the major symptoms ? Consider each problem individually ? Rank the subproblems ? Look for interdependencies ? Delegate subproblems Identifying and Managing Risks Any decision you make or solution you implement involves some risk, which is an exposure to a chance of loss or damage Risk is an inevitable part of business, especially when you are introducing creative changes With careful planning, you can often avoid many of these risks or reduce their drawbacks Identifying and Managing Risks Guidelines for identifying and managing risks: ? Be aware of potential risks ? Assess your risk/reward ratio ? Reduce your risk by testing ? Develop a fall-back position or a backup plan ? Keep everyone informed Avoiding Problem-Solving Traps Solving problems demands the following: ? Logical thinking ? Creative thinking ? Willingness to redefine goals ? Acceptance of solutions that manage rather than eliminate problems Habits and unacknowledged biases impair problem solvers’ ability to solve problems Avoiding Problem-Solving Traps To avoid problem-solving traps: ? Avoid the positive outcome bias ? Avoid “not invented here” ? Avoid the need for quick closure ? Avoid the bandwagon effect ? Avoid self-serving bias Avoiding Problem-Solving Traps Avoid the bandwagon, or herd, effect Technology @ Work: Crowdsourcing Crowdsourcing characterizes a way of using groups to solve problems The groups are usually online communities An organization broadcasts a problem to the crowd as an open call for solutions The crowd submits solutions, then sorts through them, finding the best ones Technology @ Work: Crowdsourcing Advantages of crowdsourcing to a company are that it can investigate problems at low cost and produce innovative solutions from a wider range of amateurs and experts than it employs Risks to the company are that it might waste time looking for a solution from the crowd, who is not committed to helping the company Technology@ Work: Crowdsourcing Successful examples of crowdsourcing include proofreading StumbleUpon and Stardust@home Guidelines for crowdsourcing: ? Strength in numbers ? Collaboration matters ? Different, not necessarily better ? Good for the company, not for the crowd Technology @ Work: Crowdsourcing Challenge

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Part 1: Identifying and Defining Problems Objectives Understand problem solving Analyze problems Work with problem owners and stakeholders Develop effective problem statements Objectives Determine causes Simplify complex problems Identify and manage risks Avoid problem-solving traps Understanding Problem Solving A professional in any occupation should be a problem solver People who can identify, define, and solve problems are valued members of an organization Understanding Problem Solving Guidelines for solving problems: ? Identify yourself as a problem solver ? Recognize problems ? Select an intuitive approach for solving problems ? Select a systematic approach for solving problems ? Make decisions Understanding Problem Solving Basic problem-solving steps Analyzing Problems Companies rely on employees to identify problems and solve them Much of the effort in problem solving involves understanding what the underlying issues really are Defining the real problem is the first major milestone on the way to a solution Analyzing Problems Do’s and Don’ts for analyzing problems: ? Look for deficiencies ? Interview and gather data ? Observe as much as you can ? Ask what, not who ? Have a reality check Working with Problem Owners and Stakeholders When you solve a problem for someone else, that person is the problem owner Stakeholders are people who are also affected or whose involvement you need to resolve the matter Working with Problem Owners and Stakeholders Do’s and Don’ts for working with problem owners and stakeholders: ? Solicit input from the problem owners ? Recognize opinions and assumptions ? Communicate your progress clearly ? Do your homework carefully ? Provide choices ? Promote your solution Developing Effective Problem Statements A problem statement is a clear, concise description of the problem and the effect you expect from the solution The purpose of the problem statement is to describe a single problem objectively Include the problem statement in your proposals, progress reports, and discussions with stakeholders Developing Effective Problem Statements Guidelines for developing problem statements: ? Describe the ideal situation ? Briefly summarize the problem ? Identify symptoms of the problem ? Describe the size and scope of the problem ? Identify the consequences ? Explain any other research or investigation that you may pursue Determining Causes It is common to overlook the root cause of problems and focus only on symptoms Complex situations usually involve interrelated problems, each with a different cause To link a problem to its cause, you must perform a root-cause analysis, a study that determines the real basis for the problem Determining Causes To determine causes: ? Differentiate between symptoms and causes ? Look for more than one cause ? Consider the cost ? Use the 5 Whys technique ? Create a cause-and-effect diagram Determining Causes Cause-and-effect diagram Simplifying Complex Problems Complex problems have no clear boundaries, are unique, and have no single optimal solution Complex problems frequently involve multiple stakeholders with competing agendas Most complex problems consist of smaller subproblems that affect each other in ways that complicate the larger problems Simplifying Complex Problems To simplify complex problems: ? Identify the major symptoms ? Consider each problem individually ? Rank the subproblems ? Look for interdependencies ? Delegate subproblems Identifying and Managing Risks Any decision you make or solution you implement involves some risk, which is an exposure to a chance of loss or damage Risk is an inevitable part of business, especially when you are introducing creative changes With careful planning, you can often avoid many of these risks or reduce their drawbacks Identifying and Managing Risks Guidelines for identifying and managing risks: ? Be aware of potential risks ? Assess your risk/reward ratio ? Reduce your risk by testing ? Develop a fall-back position or a backup plan ? Keep everyone informed Avoiding Problem-Solving Traps Solving problems demands the following: ? Logical thinking ? Creative thinking ? Willingness to redefine goals ? Acceptance of solutions that manage rather than eliminate problems Habits and unacknowledged biases impair problem solvers’ ability to solve problems Avoiding Problem-Solving Traps To avoid problem-solving traps: ? Avoid the positive outcome bias ? Avoid “not invented here” ? Avoid the need for quick closure ? Avoid the bandwagon effect ? Avoid self-serving bias Avoiding Problem-Solving Traps Avoid the bandwagon, or herd, effect Technology @ Work: Crowdsourcing Crowdsourcing characterizes a way of using groups to solve problems The groups are usually online communities An organization broadcasts a problem to the crowd as an open call for solutions The crowd submits solutions, then sorts through them, finding the best ones Technology @ Work: Crowdsourcing Advantages of crowdsourcing to a company are that it can investigate problems at low cost and produce innovative solutions from a wider range of amateurs and experts than it employs Risks to the company are that it might waste time looking for a solution from the crowd, who is not committed to helping the company Technology@ Work: Crowdsourcing Successful examples of crowdsourcing include proofreading StumbleUpon and Stardust@home Guidelines for crowdsourcing: ? Strength in numbers ? Collaboration matters ? Different, not necessarily better ? Good for the company, not for the crowd Technology @ Work: Crowdsourcing Challenge.gov Summary Keep problem solving guidelines in mind Analyze problems as the first step in solving them Involve problem owners and stakeholders in the problem solving process Develop effective problem statements Summary To link a problem to its cause, perform root-cause analysis Simplify complex problems as much as possible Be aware of and manage risk when implementing solutions Avoid problem-solving traps Part 2: Solving the Problem Objectives Gather and analyze data Develop alternatives Evaluate options Implement the solution Objectives Monitor and manage the solution Verify the solution Use adaptive techniques Develop ethical solutions Gathering and Analyzing Data Before you can solve a business problem, you should gather relevant data and analyze it Successful business decisions are based on sound information To systematically gather and analyze the data related to your problem, start by identifying your goal and looking for information related to it Gathering and Analyzing Data Guidelines for gathering data: ? Define your data needs ? Do not overestimate what you know about the problem ? Document the data and its sources ? Examine existing information first ? Rely on people as your most important resource ? Consider interrelationships Gathering and Analyzing Data Viewing data in different ways Developing Alternatives After researching a problem and collecting data, start to consider alternatives and solutions This creative phase of the process requires imagination and intuition Developing Alternatives Guidelines for developing alternatives: ? Think creatively ? Brainstorm ideas ? Ask others for advice ? Develop a mind map Analyzing Problems Brainstorming Analyzing Problems Mind Map Evaluating Options Analyze the trade-offs among competing needs and options Your goal should be to develop a good solution by evaluating, modifying, and improving on your ideas Asses each alternative carefully Use objective criteria to avoid making snap decisions Evaluating Options Steps in evaluation options: ? Choose an evaluation method ? Select the criteria ? Weigh your criteria ? Rate the alternatives ? Make a decision Implementing the Solution Moving from planning to implementation is a significant milestone During implementation, you begin to make decisions, take actions, and put your plans into practice Communicate clearly and frequently during this stage Act decisively rather than planning endlessly Implementing the Solution Guidelines for implementing a solution: ? Get approval from the problem owner ? Develop a plan ? Notify stakeholders ? Anticipate opposition ? Take action Monitoring and Managing the Solution Most solutions involve related choices, tasks, and the participation of others Managers, coworkers, and stakeholders expect you to deal professionally and competently with interruptions, delays, and unexpected events Planning for and identifying trouble quickly helps you minimize disruption and problems Monitoring and Managing the Solution Guidelines for monitoring and managing the solution: ? Identify key variables ? Select an appropriate level of monitoring ? Involve others with the process ? Be persistent ? Make corrections promptly Monitoring and Managing the Solution Levels of monitoring Verifying the Solution Expect surprises during implementation Stay involved with the project and make necessary corrections along the way Ask yourself and others: ? How well is the solution working ? How realistic are the objectives ? What is not working as expected Verifying the Solution Do’s and Don’ts of verifying a solution: ? Define success ? Test your solution ? Avoid the problem in the future ? Learn from the process ? Take credit for your success Using Adaptive Techniques Adaptive techniques involve a combination of intuition, logic, and common sense Adaptive techniques are less precise than traditional problem-solving methods, but are appropriate in many cases Using Adaptive Techniques Do’s and Don’ts for adaptive techniques: ? Consider when to use adaptive techniques ? Manage by exception ? Stagger your decisions ? Hedge your bets ? Delay or defer a solution Using Adaptive Techniques Appropriate times to use adaptive techniques: ? You have a limited amount of time to work ? An exhaustive analysis is not needed ? The risks are minimal and downside costs are low ? The solution is easily reversible Developing Ethical Solutions Ethics are standards of behavior that direct how people should act Ethics involves making moral decisions and choosing between right and wrong When applied to problem solving, ethical behavior leads to appropriate decisions, not necessarily the optimal ones Consider situations from an ethical, as well as a practical, perspective Developing Ethical Solutions Guidelines for developing ethical solutions: ? Identify ethical issues ? Compare costs and benefits ? Consider other people ? Serve broad interests ? Be true to yourself Technology @ Work: Mashups A mashup is a Web application that combines features or information from more than one source Businesses are using mashups to develop views of information that aid in decision making Business mashups typically combine data from internal and public sources, and publish the results within the company for employees to use Technology @ Work: Mashups Masher, an online tool for creating mashups Summary Gather relevant data and analyze it to find trends, indicators, and other related information Develop alternative solutions Evaluate all options Implementation is a milestone step in the problem solving process Carefully monitor and manage the implemented solution Summary Verify the solution and expect surprises Use adaptive techniques when appropriate Consider ethics as you develop solutions Part 1: Identifying and Defining Problems Objectives Understand problem solving Analyze problems Work with problem owners and stakeholders Develop effective problem statements Objectives Determine causes Simplify complex problems Identify and manage risks Avoid problem-solving traps Understanding Problem Solving A professional in any occupation should be a problem solver People who can identify, define, and solve problems are valued members of an organization Understanding Problem Solving Guidelines for solving problems: ? Identify yourself as a problem solver ? Recognize problems ? Select an intuitive approach for solving problems ? Select a systematic approach for solving problems ? Make decisions Understanding Problem Solving Basic problem-solving steps Analyzing Problems Companies rely on employees to identify problems and solve them Much of the effort in problem solving involves understanding what the underlying issues really are Defining the real problem is the first major milestone on the way to a solution Analyzing Problems Do’s and Don’ts for analyzing problems: ? Look for deficiencies ? Interview and gather data ? Observe as much as you can ? Ask what, not who ? Have a reality check Working with Problem Owners and Stakeholders When you solve a problem for someone else, that person is the problem owner Stakeholders are people who are also affected or whose involvement you need to resolve the matter Working with Problem Owners and Stakeholders Do’s and Don’ts for working with problem owners and stakeholders: ? Solicit input from the problem owners ? Recognize opinions and assumptions ? Communicate your progress clearly ? Do your homework carefully ? Provide choices ? Promote your solution Developing Effective Problem Statements A problem statement is a clear, concise description of the problem and the effect you expect from the solution The purpose of the problem statement is to describe a single problem objectively Include the problem statement in your proposals, progress reports, and discussions with stakeholders Developing Effective Problem Statements Guidelines for developing problem statements: ? Describe the ideal situation ? Briefly summarize the problem ? Identify symptoms of the problem ? Describe the size and scope of the problem ? Identify the consequences ? Explain any other research or investigation that you may pursue Determining Causes It is common to overlook the root cause of problems and focus only on symptoms Complex situations usually involve interrelated problems, each with a different cause To link a problem to its cause, you must perform a root-cause analysis, a study that determines the real basis for the problem Determining Causes To determine causes: ? Differentiate between symptoms and causes ? Look for more than one cause ? Consider the cost ? Use the 5 Whys technique ? Create a cause-and-effect diagram Determining Causes Cause-and-effect diagram Simplifying Complex Problems Complex problems have no clear boundaries, are unique, and have no single optimal solution Complex problems frequently involve multiple stakeholders with competing agendas Most complex problems consist of smaller subproblems that affect each other in ways that complicate the larger problems Simplifying Complex Problems To simplify complex problems: ? Identify the major symptoms ? Consider each problem individually ? Rank the subproblems ? Look for interdependencies ? Delegate subproblems Identifying and Managing Risks Any decision you make or solution you implement involves some risk, which is an exposure to a chance of loss or damage Risk is an inevitable part of business, especially when you are introducing creative changes With careful planning, you can often avoid many of these risks or reduce their drawbacks Identifying and Managing Risks Guidelines for identifying and managing risks: ? Be aware of potential risks ? Assess your risk/reward ratio ? Reduce your risk by testing ? Develop a fall-back position or a backup plan ? Keep everyone informed Avoiding Problem-Solving Traps Solving problems demands the following: ? Logical thinking ? Creative thinking ? Willingness to redefine goals ? Acceptance of solutions that manage rather than eliminate problems Habits and unacknowledged biases impair problem solvers’ ability to solve problems Avoiding Problem-Solving Traps To avoid problem-solving traps: ? Avoid the positive outcome bias ? Avoid “not invented here” ? Avoid the need for quick closure ? Avoid the bandwagon effect ? Avoid self-serving bias Avoiding Problem-Solving Traps Avoid the bandwagon, or herd, effect Technology @ Work: Crowdsourcing Crowdsourcing characterizes a way of using groups to solve problems The groups are usually online communities An organization broadcasts a problem to the crowd as an open call for solutions The crowd submits solutions, then sorts through them, finding the best ones Technology @ Work: Crowdsourcing Advantages of crowdsourcing to a company are that it can investigate problems at low cost and produce innovative solutions from a wider range of amateurs and experts than it employs Risks to the company are that it might waste time looking for a solution from the crowd, who is not committed to helping the company Technology@ Work: Crowdsourcing Successful examples of crowdsourcing include proofreading StumbleUpon and Stardust@home Guidelines for crowdsourcing: ? Strength in numbers ? Collaboration matters ? Different, not necessarily better ? Good for the company, not for the crowd Technology @ Work: Crowdsourcing Challenge.gov Summary Keep problem solving guidelines in mind Analyze problems as the first step in solving them Involve problem owners and stakeholders in the problem solving process Develop effective problem statements Summary To link a problem to its cause, perform root-cause analysis Simplify complex problems as much as possible Be aware of and manage risk when implementing solutions Avoid problem-solving traps Part 2: Solving the Problem Objectives Gather and analyze data Develop alternatives Evaluate options Implement the solution Objectives Monitor and manage the solution Verify the solution Use adaptive techniques Develop ethical solutions Gathering and Analyzing Data Before you can solve a business problem, you should gather relevant data and analyze it Successful business decisions are based on sound information To systematically gather and analyze the data related to your problem, start by identifying your goal and looking for information related to it Gathering and Analyzing Data Guidelines for gathering data: ? Define your data needs ? Do not overestimate what you know about the problem ? Document the data and its sources ? Examine existing information first ? Rely on people as your most important resource ? Consider interrelationships Gathering and Analyzing Data Viewing data in different ways Developing Alternatives After researching a problem and collecting data, start to consider alternatives and solutions This creative phase of the process requires imagination and intuition Developing Alternatives Guidelines for developing alternatives: ? Think creatively ? Brainstorm ideas ? Ask others for advice ? Develop a mind map Analyzing Problems Brainstorming Analyzing Problems Mind Map Evaluating Options Analyze the trade-offs among competing needs and options Your goal should be to develop a good solution by evaluating, modifying, and improving on your ideas Asses each alternative carefully Use objective criteria to avoid making snap decisions Evaluating Options Steps in evaluation options: ? Choose an evaluation method ? Select the criteria ? Weigh your criteria ? Rate the alternatives ? Make a decision Implementing the Solution Moving from planning to implementation is a significant milestone During implementation, you begin to make decisions, take actions, and put your plans into practice Communicate clearly and frequently during this stage Act decisively rather than planning endlessly Implementing the Solution Guidelines for implementing a solution: ? Get approval from the problem owner ? Develop a plan ? Notify stakeholders ? Anticipate opposition ? Take action Monitoring and Managing the Solution Most solutions involve related choices, tasks, and the participation of others Managers, coworkers, and stakeholders expect you to deal professionally and competently with interruptions, delays, and unexpected events Planning for and identifying trouble quickly helps you minimize disruption and problems Monitoring and Managing the Solution Guidelines for monitoring and managing the solution: ? Identify key variables ? Select an appropriate level of monitoring ? Involve others with the process ? Be persistent ? Make corrections promptly Monitoring and Managing the Solution Levels of monitoring Verifying the Solution Expect surprises during implementation Stay involved with the project and make necessary corrections along the way Ask yourself and others: ? How well is the solution working ? How realistic are the objectives ? What is not working as expected Verifying the Solution Do’s and Don’ts of verifying a solution: ? Define success ? Test your solution ? Avoid the problem in the future ? Learn from the process ? Take credit for your success Using Adaptive Techniques Adaptive techniques involve a combination of intuition, logic, and common sense Adaptive techniques are less precise than traditional problem-solving methods, but are appropriate in many cases Using Adaptive Techniques Do’s and Don’ts for adaptive techniques: ? Consider when to use adaptive techniques ? Manage by exception ? Stagger your decisions ? Hedge your bets ? Delay or defer a solution Using Adaptive Techniques Appropriate times to use adaptive techniques: ? You have a limited amount of time to work ? An exhaustive analysis is not needed ? The risks are minimal and downside costs are low ? The solution is easily reversible Developing Ethical Solutions Ethics are standards of behavior that direct how people should act Ethics involves making moral decisions and choosing between right and wrong When applied to problem solving, ethical behavior leads to appropriate decisions, not necessarily the optimal ones Consider situations from an ethical, as well as a practical, perspective Developing Ethical Solutions Guidelines for developing ethical solutions: ? Identify ethical issues ? Compare costs and benefits ? Consider other people ? Serve broad interests ? Be true to yourself Technology @ Work: Mashups A mashup is a Web application that combines features or information from more than one source Businesses are using mashups to develop views of information that aid in decision making Business mashups typically combine data from internal and public sources, and publish the results within the company for employees to use Technology @ Work: Mashups Masher, an online tool for creating mashups Summary Gather relevant data and analyze it to find trends, indicators, and other related information Develop alternative solutions Evaluate all options Implementation is a milestone step in the problem solving process Carefully monitor and manage the implemented solution Summary Verify the solution and expect surprises Use adaptive techniques when appropriate Consider ethics as you develop solutions