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Problemsolving 190227045913

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15 views

Problemsolving 190227045913

Uploaded by

ERSIN OZSEVEN
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PROBLEM

S O LV I N G
Delivered By: Mr. Karthiban
Executive MSc in Project Management ,
BSc (Hons) in Computing ,
MBCS, BTEC HND in CSD
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
What is the secret of success?
Right decisions.
How do you make right decisions?
Experience
How do you gain experience?
Wrong decisions
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.
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.


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.
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.
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.


THERE ARE SEVERAL STAGES TO SOLVING A PROBLEM
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
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
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


RESOLVING THE PROBLEM

 Implementing action

 Providing information to other stakeholders; delegating tasks

 Reviewing progress
EVALUATE THE OPTIONS

What are the pluses and minuses? Honestly!

Separate the evaluation of options from the selection of options


EXAMINING THE RESULTS

 Monitoring the outcome of the action taken

 Reviewing the problem and problem-solving process to avoid similar situations

in future.
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?
DOCUMENT THE AGREEMENT(S).

 Don't rely on memory.

 Writing it down will help you think through all the details and implications.
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.")
The Deming Cycle or PDSA Cycle

PLAN
Plan a change to the process. Predict the effect this
change will have and plan how the effects will be
measured

ACT
DO
Adopt the change as a
permanent modification to the Implement the change on a small
process, or abandon it. scale and measure the effects

STUDY

Study the results to learn what


effect the change had, if any.

19
CREATIVE PROBLEM SOLVING PROCESS

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.

20
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.
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
PROBLEM SOLVING TECHNIQUES
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


S. W. O. T.

• Strengths, Weaknesses, Opportunities, & Threats


•S
„ ituational Analysis Technique
• Environmental Factors
• Internal Factors
• External Factors
• Relatively simple

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