2. PROBLEM-SOLVING AND DECISION-MAKING
We all solve problems on a daily basis, in academic situations, at work and in our day-to-day lives.
Some of the problems that are typically faced by students include:
Debugging a computer program
Dealing with an awkward customer when working part-time in a shop or restaurant
Thinking about how you are going to manage your budget to keep you going until the end of
term
Working out why your printer won’t respond
Developing a strategy to reach the next level of a computer game.
2
3. What is the secret of success?
Right decisions.
How do you make right decisions?
Experience
How do you gain experience?
Wrong decisions
4. Problems can also be opportunities: they allow you to see things differently and
to do things in a different way: perhaps to make a fresh start.
5. IDEAL
• Whatever issue you are faced with, some steps are fundamental: identify-define-
examine-act-look-.
IDEAL
Identify the problem
Define the problem
Examine the options
Act on a plan
Look at the consequences
This is the IDEAL model of problem-solving.
6. SKILLS
Solving these problems involves both analytical and creative skills. Which particular
skills are needed will vary, depending on the problem and your role in the
organisation, but the following skills are key to problem-solving.
7. SKILL FOR PROBLEM SOLVING
Analytical and critical thinking skills help you to evaluate the problem and to make
decisions.
A logical and methodical approach is best in some circumstances: for example, you will
need to be able to draw on your academic or subject knowledge to identify solutions of a
practical or technical nature.
In other situations, using creativity or lateral thinking will be necessary to come up with
ideas for resolving the problem and find fresh approaches.
Not everyone has these two types of skills in equal measure: for this reason, team working
is often a key component in problem-solving.
Further skills, such as communication, persuasion and negotiation, are important in finding
solutions to problems involving people.
8. DEVELOPING YOUR ANALYTICAL AND PROBLEM-
SOLVING SKILLS
Most problem-solving skills are developed through everyday life and experience. However, the
following interests and activities may be useful in demonstrating a high level of these skills - this may
be particularly important when applying to employers in areas such as engineering, IT, operational
research and some areas of finance.
‘Mind games’ such as cryptic crosswords, Sudoku, chess, bridge, etc;
Computer games – the best of these can involve strategic planning, critical and statistical analysis
and assessing the pros and cons of different courses of action;
‘Practical’ interests such as programming, computer repairs, car maintenance, or DIY;
Working with sound or lighting equipment for a band, event or show;
Academic study: evaluating different sources of information for essays, designing and constructing
a ‘microshelter’ for an architecture project; setting up a lab experiment.
10. EVALUATING THE PROBLEM
Clarifying the nature of a problem
Formulating questions
Gathering information systematically
Collating and organizing data
Condensing and summarizing information
Defining the desired objective
11. MANAGING THE PROBLEM
Using the information gathered effectively
Breaking down a problem into smaller, more manageable, parts
Using techniques such as brainstorming and lateral thinking to consider options
Analysing these options in greater depth
Identifying steps that can be taken to achieve the objective
12. DECISION-MAKING
Deciding between the possible options for what action to take
Deciding on further information to be gathered before taking action
Deciding on resources (time, funding, staff etc) to be allocated to this problem
13. RESOLVING THE PROBLEM
Implementing action
Providing information to other stakeholders; delegating tasks
Reviewing progress
14. EVALUATE THE OPTIONS
What are the pluses and minuses? Honestly!
Separate the evaluation of options from the selection of options
15. EXAMINING THE RESULTS
Monitoring the outcome of the action taken
Reviewing the problem and problem-solving process to avoid similar situations
in future.
16. SELECT AN OPTION OR OPTIONS
What's the best option, in the balance?
Is there a way to "bundle" a number of options together for a more satisfactory
solution?
17. DOCUMENT THE AGREEMENT(S).
Don't rely on memory.
Writing it down will help you think through all the details and implications.
18. AGREE ON CONTINGENCIES,
MONITORING, AND EVALUATION.
Conditions may change. Make contingency agreements about foreseeable future
circumstances (If-then!).
How will you monitor compliance and follow-through?
Create opportunities to evaluate the agreements and their implementation. ("Let's
try it this way for three months and then look at it.")
19. 19
PLAN
STUDY
DOACT
The Deming Cycle or PDSA Cycle
Plan a change to the process. Predict the effect this
change will have and plan how the effects will be
measured
Implement the change on a small
scale and measure the effects
Adopt the change as a
permanent modification to the
process, or abandon it.
Study the results to learn what
effect the change had, if any.
20. CREATIVE PROBLEM SOLVING PROCESS
20
In 1953, Alex Osborn [of the ad agency BBDO]
wrote a book titled “Applied Imagination:
Principles and Procedures of Creative Problem-
Solving.” This book was one of the first to write
about how brainstorming and creative problem-
solving could be applied as a structured process.
21. PROBLEM SOLVING TECHNIQUES
Read the questions in this problem solving
technique then follow these 4 steps:
Answer the questions in the first column.
These summarize the present process
method, asking: what; how; when; where;
and who.
Challenge each of your answers by asking
“why?”
Use column three to help you generate a
range of improvement options.
Use column four to help you decide on the
best option.
22. Barriers to Problem Solving
Failure to recognize the problem- not sure what the problem is
Conceiving the problem too narrowly, not sure what is happening
Making a hasty choice, not sure what you want
Failure to consider all consequences, not enough resources
Failure to consider the feasibility of the solution
Failure to know to communicate what is possible
Failure to define what YOU did that was responsible for your success
24. BRAINSTORMING
• .• Used to develop a large number of creative solutions to a problem.
• It can also help you get buy in from team members for the solution chosen -
after all, they have helped create that solution
25. S. W. O. T.
• Strengths, Weaknesses, Opportunities, & Threats
• „Situational Analysis Technique
• Environmental Factors
• Internal Factors
• External Factors
• Relatively simple
