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review on problem solving
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This presentation was made by me for providing training to the employees of Unique Contracting Co. LLC on "Problem Solving Skills". Unique is a construction company based in Muscat, Oman. It is owned and managed by the Limbani Family of Gujarat (Republic of India).
Training on Problem Solving Skills
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Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions. Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems. Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
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Recommandé
review on problem solving
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This presentation was made by me for providing training to the employees of Unique Contracting Co. LLC on "Problem Solving Skills". Unique is a construction company based in Muscat, Oman. It is owned and managed by the Limbani Family of Gujarat (Republic of India).
Training on Problem Solving Skills
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Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions. Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems. Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
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Top of Form Bottom of Form Strategies for Decision Making Problem Solving and Decision Making Components of a problem · Givens: pieces of information that are provided when the problem is presented · Goal: The desired end state – what a problem solution will hopefully accomplish · Operations: Actions that can be performed to approach or reach the goal Steps in Problem-Solving Process What is Groupthink? Groupthink is a psychological phenomenon that may cause a failure of a group’s performance. This is a trap that any previously successful group may get in. The "groupthink" term was proposed by social psychologist Irving Janis (1972). It occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment” (p. 9). The alternatives are ignored and irrational actions dehumanize other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making. Janis, Irving L. (1972). Victims of Groupthink. New York: Houghton Mifflin. Janis, Irving L. (1982). Groupthink: Psychological Studies of Policy Decisions and Fiascoes. Second Edition. New York: Houghton Mifflin. Symptoms of Groupthink There are eight symptoms of groupthink: · Illusion of invulnerability –Creates excessive optimism that encourages taking extreme risks. · Collective rationalization – Members discount warnings and do not reconsider their assumptions. · Belief in inherent morality – Members believe in the rightness of their cause and therefore ignore the ethical or moral consequences of their decisions. · Stereotyped views of out-groups – Negative views of the “enemy” make effective responses to conflict seem unnecessary. · Direct pressure on dissenters – Members are under pressure not to express arguments against any of the group’s views. · Self-censorship – Doubts and deviations from the perceived group consensus are not expressed. · Illusion of unanimity – The majority view and judgments are assumed to be unanimous. · Self-appointed ‘mindguards’ – Members protect the group and the leader from information that is problematic or contradictory to the group’s cohesiveness, view, and/or decisions. Remedies for Groupthink Decision experts have determined that groupthink may be prevented by adopting some of the following measures: 1. The leader should assign the role of critical evaluator to each member 2. The leader should avoid stating preferences and expectations at the outset 3. Each member of the group should routinely discuss the group's deliberations with a trusted associate and report back to the group on the associate's reactions 4. One or more experts should be invited to each meeting on a staggered basis. The outside experts should be encouraged to challenge views of the members. 5. At least one articulate and knowledgeable member should be given the role of devi ...
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In BC’s nearly-decade-old “new” curriculum, the curricular competencies describe the processes that students are expected to develop in areas of learning such as mathematics. They reflect the “Do” in the “Know-Do-Understand” model. Under the “Communicating” header falls the curricular competency “Explain and justify mathematical ideas and decisions.” Note that it contains two processes: “Explain mathematical ideas” and “Justify mathematical decisions.” I have broken it down into its separate parts in order to understand--or reveal--its meaning. The first part is commonplace in classrooms. By now, BC math teachers—and students—understand that “Explain mathematical ideas” means more than “Show your work.” Teachers consistently ask “What did you do?” and “How do you know?” This process is about retelling, not just of steps but of thinking. The second part happens less frequently. Think back to the last time that you observed a student make—a necessary precursor to justify—a mathematical decision. “Justify” is about defending. Like “explain,” it involves reasoning; unlike “explain,” it also involves opinion and debate. In order to reinterpret the curricular competency “Explain and justify mathematical ideas and decisions,” I will continue to take apart its constituent part “Justify mathematical decisions” and carefully examine the term “mathematical decisions.” What, exactly, is a “mathematical decision”? Below, I will categorize answers to this question. These categories, and the provided examples, may help to suggest new opportunities for students to justify.
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Problem solving
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Robert B. Dilts
with Gino Bonissone SKILLS for the FUTURE; Managing Creativity and Innovation Meta Publications
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Thank you for
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Notes de l'éditeur
The instructor asks the participants this question to engage them in the discussion. She/he may record the participant’s comments on flipchart or make mental note of them. After the discussion, go to the next slide.
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