question archive 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
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
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Problem Solving and Decision Making
Problem-solving and decision-making are complex processes that form the bedrock of organizational success and long term sustainability. Solution of problems and decision making are not a preserve of a few individuals or organizations, but a critical characteristic of valuable members of any organization. Optimal and effective problem solving and decision-making entails understanding the issue at hand, problem analysis for effective problem statement design, simplification of complex problems, identification and management of risk factors and avoidance of problem-solving traps.
Understand Problem Solving
Solving organizational problems and challenges is a skill and character trait that should be taught and instilled into every member of an organization. Problem solvers are critical thinkers who identify specific problems, develop concise solutions to problems and implement them in a concerted manner, involving every relevant stakeholder. The course work has been beneficial in developing a structure of problem-solving. Furthermore, the writer has appreciated that he is a problem solver as he has the ability to recognize challenges, collate relevant information, intuitively identify optimal problem-solving approaches and systematically implement strategies in a bid to make the most effective and efficient decisions. Consequently, organizations should invest in their personnel by conducting classes, seminars and conferences to impart, improve and optimize staff understanding of the problem-solving process while according them the requisite skills. Since the understanding of problem-solving and decision-making process is the first step, strategic problem-solvers and decision-makers should ensure that all assumptions, strategies and processes are correctly selected to avoid defects in later stages; as the adage goes, a house is as strong as its foundation.
Analyze Problems
Corporate and organizational strategic decision-makers and problem-solvers ought to hone their problem analysis skills to ensure proper understanding of the underlying challenges and opportunities. Problem definition is a critical step in problem solution as it delineates the organization’s needs, weaknesses and challenges. The writer has benefited immensely from this study as he has learnt to analyze problems by identifying shortfalls, collection and collation of relevant data for further scrutiny, learning organizational culture and traditions and objectively evaluating solutions and progress. Furthermore, optimal problem analysis demands that problem solvers seek to interrogate what affects an organization as it is a more effective way of problem analysis offering a wholesome view of the organization as the macro tends to dictate the micro-operations.
Optimal problem analysis demands that problem solvers liaise with problem owners and relevant stakeholders for maximum data collection. It is critical to include problem owners and all stakeholders to ensure that all underlying issues and customer needs are captured. Failure to include problem owners and stakeholders results in defective solutions which do not handle the required problems. Moreover, effective solutions may be shunned by problem owners and stakeholders due to lack of involvement and consultation hence the need for inclusivity and consultation.
Simplify Complex Problems
Organizational problems and challenges are multifaceted, as opposed to linear problems requiring simple solutions. Organizations have many interconnected and overlapping players with diverse needs, thereby posing unbounded, complex and ambiguous issues which require multifaceted problem-solving skills and approaches. Since organizations are composed of a myriad of stakeholders, each with competing interests, organizational problem solving and decision making should take all these factors into consideration. However, problem solvers ought not to be discouraged by the complexity of the task, as the writer learnt that complex problems are made up of sub-problems interacting with each other in different ways.
Simplification of complex problems enables problem solvers to isolate dominant problematic areas. Each sub-set of the problem should be handled individually in an optimal ranking based on urgency, importance and long-term sustainability. The writer has learnt that searching for inter-dependencies between sub-problems should be followed by a delegation of problem sub-sets to teams working in tandem. After each sub-problem has been handled, the overall solution and decision are constructed to reflect the optimal combination of all the possible solutions guided by organizational culture, profitability and long term sustainability.
Identifying and Managing Risks
Risk is an inherent feature of every organization and business process, with high risks offering high rewards. The problem solving and decision making process entails a myriad of risks as creative changes tend to do away with time-tested practices, procedures and organizational culture in a bid to evolve and meet contemporary needs and challenges. However, each change or decision carries a level of risk that ought to be identified and managed to avoid or mitigate possible losses. Careful planning and execution of solutions and decisions are critical as they ensure that the firm leverages on its advantages while reducing adverse effects of probable drawbacks.
Optimal risk identification and management entails far-reaching awareness of potential risks in accordance with the organizational portfolio. Furthermore, strategic problem-solvers should conduct an apt assessment of the risk to reward tradeoff for optimal solution and decision implementation. Moreover, actuarial risk assessment ought to be undertaken to lower possible risk drawbacks while maintaining a backup option in case the worst should happen. Finally, every stakeholder and organizational member should be informed of new solutions and decisions to ensure maximum uptake and ownership of decisions for optimal and effective risk management.
Avoiding Problem-Solving Traps
Strategic problem solving and decision-making personnel should put certain measures in place to avoid falling into problem-solving traps. Firms may waste vast financial resources and person-hours in designing and implementing defective solutions, which trap the firm in problem-solving cycles. Therefore, problem solvers should have objective, logical and creative thinking to enable them to conduct proper problem analysis, solution design, implementation, risk management, and follow up. Furthermore, problem solvers should not be rigid but willing to redefine and tweak solutions in line with company goals and objectives. Solutions should not be geared at problem elimination but problem management, as conflict is a healthy component of any organization.
This course work has taught the writer that for problem solvers to avoid falling into problem-solving traps, they ought to avoid biases geared to positive outcomes as they should be open-minded and objective. Moreover, problem solvers should resist the bandwagon effect and self-serving interests, which demand speedy resolution of problems. Furthermore, strategic decision-makers and problem-solvers should not be held captive by past organizational culture as change is an indispensable component of any organization. Finally, problem solvers should put the organization’s interests first and should be willing to do whatever is necessary to ensure profitability and long term sustainability of the organization.
