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