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Decision Making and Problem Solving 1
Prepared by:Tristan F. MagtalapaMA-Educ. Mngt
Decision Making andProblem Solving
Decision Making and Problem Solving 2
Problem is a situation which should concern somebodyIt refers to a situation, condition, or issues which makes it difficult to achieve a desired goal, objective or purpose“Under the Gun “problems stress and very short time, sometimes it is urgent sudden event where a decision or an action needs to be takenA significant difference between what actually is and what is desired
What is Problem?
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A problem exist when an individual becomes aware of such differenceA problem is sometimes a puzzle, a target once achieved, an intellectual satisfaction is obtainedA problem are unresolved state of uncertainty and conflictsDecision to makeA problem simply could be emotion, a very worrisome situation for you, but may not be considered a problem to others
What is Problem?
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Causes of the problem?
PeopleResourcesEnvironmentProcesses, procedures and rulesVocabulary/terminology/concepts
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What is Problem Solving?
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Tool
It is a tool because it can help you solve an immediate problem or to achieve a goal.
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Skill It is a skill because once you have learnt it you can use it repeatedly.
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Process It is also a process because it involves taking a number of steps, as follows.
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Problem Solving
in Steps
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Problem Solving
Step 1Define the Problem
What is the problem and why is it happening?
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Step 1
Gathering InformationConsider these questions:
• What is the problem?• Is it my problem?• Can I solve it? Is it worth solving?• Is this the real problem, or merely a
symptom of a larger one?• If this is an old problem, what's wrong
with the previous solution?
Define the Problem
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• Does it need an immediate solution, or can it wait?
• Is it likely to go away by itself?• Can I risk ignoring it?• Does the problem have ethical
dimensions?• What conditions must the solution satisfy?• Will the solution affect something that
must remain unchanged?
Step 1
Define the Problem
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Problem Solving
Define the
Problem
Goals
Challenges
Opportunities
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Problem Solving
Step 1Define the Problem
What is the problem and why is it happening?
Step 2Develop a Plan
What are we going to do?
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Step 2
Develop a Plan
This is your Action PlanDuring this stage you will generate a range of possible courses of action, but with little attempt to evaluate them at this stage.Plan should be many
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Prioritize the problems:If you discover that you are looking at several related problems, then prioritize which ones you should address first.Note the difference between "important" and "urgent" problems. Often, what we consider to be important problems to consider are really just urgent problems. Important problems deserve more attention. For example, if you're continually answering "urgent" phone calls, then you've probably got a more "important" problem and that's to design a system that screens and prioritizes your phone calls.
Develop a Plan
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Plan Should be:
Develop a Plan
S y s t e m a ti c
M e a s u r a b l e
A tt a i n a b l e
R e a l i s ti c
T i m e B o u n d
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Problem Solving
Step 1Define the Problem
What is the problem and why is it happening?
Step 2Develop a Plan
What are we going to do?
Step 3Implement the Plan
Carry out the intervention
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This stage involves accepting and carrying out the chosen course of action.Implementation means acting on the chosen solution. During implementation more problems may arise especially if identification or structuring of the original problem was not carried out fully.Step-by-step process or actions for solving the problem
Implement the Plan
Step 3
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Problem Solving
Step 1Define the Problem
What is the problem and why is it happening?
Step 2Develop a Plan
What are we going to do?
Step 3Implement the Plan
Carry out the intervention
Step 4Evaluate the Plan
Did our plan work?
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Step 4
Evaluate the Plan
The last stage is about reviewing the outcomes of problem solving over a period of time, including seeking feedback as to the success of the outcomes of the chosen solution.The final stage of problem solving is concerned with checking that the process was successful. This can be achieved by monitoring and gaining feedback from people affected by any changes that occurred. It is good practice to keep a record of outcomes and any additional problems that occurred.
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Characteristics of a difficult problem
Transparency
Polytely
Complexity
Dynamics
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Problem-Solving Strategies
Abstraction: solving the problem in a model of the system before applying it to the real systemAnalogy: using a solution that solves an analogous problemBrainstorming: (especially among groups of people) suggesting a large number of solutions or ideas and combining and developing them until an optimum solution is foundDivide and conquer: breaking down a large, complex problem into smaller, solvable problemsHypothesis testing: assuming a possible explanation to the problem and trying to prove (or, in some contexts, disprove) the assumption
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Lateral thinking: approaching solutions indirectly and creativelyMeans-ends analysis: choosing an action at each step to move closer to the goalMethod of focal objects: synthesizing seemingly non-matching characteristics of different objects into something newMorphological analysis: assessing the output and interactions of an entire systemProof: try to prove that the problem cannot be solved. The point where the proof fails will be the starting point for solving it
Problem-Solving Strategies
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Reduction: transforming the problem into another problem for which solutions existResearch: employing existing ideas or adapting existing solutions to similar problemsRoot cause analysis: identifying the cause of a problemTrial-and-error: testing possible solutions until the right one is found
Problem-Solving Strategies
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Problem-Solving Methodologies
APS (Applied Problem Solving)
OODA loop (observe, orient,
decide, and act)
PDCA (plan–do–check–act)
RPR Problem Diagnosis (rapid
problem resolution)
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Common barriers to problem solving
Confirmation bias
Mental set first articulated by
Abraham Luchins
Functional fixedness
Unnecessary constraints
Irrelevant information
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Decision Making and Problem Solving
Decision Making
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Decision-making can be regarded as the cognitive process resulting in the selection of a belief or a course of action among several alternative possibilities. Every decision-making process produces a final choice that may or may not prompt action.
Decision-making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker.
Decision-making is one of the central activities of management and is a huge part of any process of implementation.
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Decision-making can also be regarded as a problem-solving activity terminated by a solution deemed to be satisfactory.
Decision Making
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Rational and Irrational Decision Making
Rational Decision MakingDecisions based on facts or reason and not on
emotions or feeling listing the advantages and disadvantages of each
option
Irrational Decision Makingnot thinking clearly, not able to use reasons or
good judgment
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Two Broad Categories of Decision Making
Group Decision Making TechniquesIndividual Decision Making Techniques
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Group Decision Making Techniques
Consensus decision-making tries to avoid "winners" and "losers".
Voting-based methods. Delphi method Dotmocracy
• is a facilitation method that relies on the use of special forms called Dotmocracy Sheets to allow large groups to collectively brainstorm and recognize agreement on an unlimited number of ideas they have authored.
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Individual Decision Making
Pros and cons
Simple Prioritization
Preference trees
Flipism
Opportunity Cost
Bureaucratic
Participative Decision Making
Use of a structured decision-making method
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Decision-Making Steps
Establishing community Perception Interpretation
Judgment Motivation
Action
Reflection in action
Reflection on action
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Palm Brown Decision Making Process
Decision Making
Outline your goal and outcome
Gather data
Develop alternatives
List pros and cons of each alternative
Make the decision
Immediately take action
to implement it
Learn from and reflect
on the decision
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Trust in the Lord with all your heart, and do not lean on your own understanding. In all your ways acknowledge him, and he will make straight your paths.
Proverbs 3:5-6
Decision Making
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Thank You for Listening