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Problem solving skills
This document discusses problem solving skills and decision making. It outlines the steps of problem solving as defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It describes various problem solving tools and techniques like the 5 whys, cause and effect analysis, and CATWOE analysis. It also discusses decision making factors, steps of decision making as establishing objectives, generating alternatives, choosing an alternative, and taking action. Decision making tools like decision matrices, paired comparison, and decision trees are presented. Overall, the document provides an overview of problem solving and decision making processes, challenges, and analytical methods.
Problem solving skills
- 1. Problem Solving Skills Problemsare only opportunities in work clothes. – Henry Kaiser (American industrialist)
- 2. Outline Why dowe need problem solving mind? What is a problem? Steps of problem solving. Problem solving tools and techniques.
- 3. Why do weneed problem solving mind
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- 5. What is aproblem? A problem is a situation that needs to be dealt with.
- 6. Steps of ProblemSolving Defining the Problem Generating Alternatives Choosing the best alternative Feedback
- 7. 1st Defining the problem “IfI had an hour to solve a problem I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” -Albert Einstein
- 8. How to definea problem? The 5 whys Cause & Effect Analysis CATWOE
- 9. The 5 whystool It is simply asking “why” until finding the real cause of the problem
- 11. Benefits of the5 whys Simple technique Flexible Offers counter measures rather than causes. Uncovers the deepest causes of the problem
- 12. The Cause &Effect tool
- 13. How to usethe tool? Identify the problem. Work out the major factors involved. Identify possible causes for each of the factors. Analyze the diagram.
- 15. The CATWOE analysis Usedto identify what the business is trying to achieve, what are the problem areas and how is the solution going to affect the business and people involved in it.
- 16. Clients • Who ison the receiving end? • What problem do they have now? • How will they react to what you are proposing? • Who are the winners and losers? Actors • Who will carry out the solution? • What is the impact on them? • How might they react? Transformation • What is the process for transforming inputs into outputs? • What are the inputs? Where do they come from? • What are the outputs? Where do they go to? • What are all the steps in between?
- 17. World View • Whatis the bigger picture? • What is the real problem you are working on? • What is the wider impact of any solution? The Owner • Can they help you or stop you? • What would cause them to get in your way? • What would lead them to help you? Environmental constraints • What are the boarder constraints of your idea? • Resources limit, code of ethics and other constraints. • What are the effects on your idea, can you bypass them?
- 18. Understanding Complexity A problemVaries from a simple small problem to a complex and big problem.
- 19. How to simplifythings? Affinity Diagram Cause & Effect Diagram Flow Chart
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- 22. Problem Solving Process UsingTools and Techniques to help you more in solving the problem •Simplex Inquiry •Appreciative Inquiry •Soft Systems Methodology
- 23. Decision Making Skills “Perhapsour greatest distinction as a species is our capacity, unique among animals, to make counter- evolutionary choices.”
- 24. Factors that affectsdecision making Uncertainty Complexity High-risk consequences Alternatives Interpersonal issues
- 25. Steps of decisionmaking Creating a constructive environment Generating, exploring & choosing alternatives Checking & verifying decision Action & communication
- 26. Creating a constructiveenvironment Creating a productive environment for generating alternatives.
- 27. Establishing the objective Agree on the process Involving theright people Ask the right questions Use Creativity tools
- 28. Generating Ideas Looking atthe problem from different angles, always tell yourself that:” there must be another solution out there.”
- 29. How to GenerateIdeas? Brainstorming & reverse brainstorming Charette procedure Crawford Slip Writing Technique Concept fan Technique Affinity Diagrams
- 30. Crawford Slip WritingTechnique
- 31. Exploring Alternatives We analyzeand evaluate alternatives in terms of risk, implication & validation
- 32. Tools & techniquesof Analysis Risk analysis • Threats associated • Probabilities • Worst case scenario technique Implication analysis • Six Thinking hats • Impact Analysis Validation analysis • Star bursting technique • Force field analysis • Cost benefit analysis
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- 35. Choosing the bestalternative It is the step of making the “decision” “When your values are clear to you, making decisions becomes easier.” Roy E. Disney
- 36. Tools & techniquesof choosing Decision matrix Paired comparison analysis Decision Trees Voting
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- 39. Checking & verifyingthe choice It is a crucial step, which involves testing, error finding and applicability of the choice
- 40. Taking action The finalstep in decision making process, is to communicate the results and take action, in executing the “solution” to the problem.
- 41. Mounir Rafik Aziz & KamalEl Refy