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Problem Solving

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Dina Reda
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36 views

Problem Solving

Uploaded by

Dina Reda
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Agenda

 Benefits of Structured Problem Solving process

 What is the difference between


Problem Solving & Decision Making

 Problem Solving Process

 Decision Making Models

 Difficulties for people to make effective decisions

 Improving decision making


Survival game
You and your companions have just survived the crash of a
small plane. Both the pilot and co-pilot were killed in the
crash. It is mid-January , and you are in Northern Canada.
The daily temperature is 25 below zero, and the night
time temperature is 40 below zero. There is snow on the
ground, the nearest town is 20 miles away. You are all
dressed in city clothes appropriate for a business
meeting. Your group of survivors managed to have the
following items:
1. A ball of steel wool
2. A small ax
3. A loaded 45-caliber pistol
4. Can of Crisco shortening
5. Newspapers (one per person)
6. Cigarette lighter (without fluid)
7. Extra shirt and pants for each survivor
8. 20 x 20 ft. piece of heavy-duty canvas
9. Map
10. One quart of 100-proof whiskey
11. A compass
12. Family-size chocolate bars (one per person)

List the above 12 items in order of importance for your survival & uses of
each
Available Tools
Benefits of Structured Problem
Solving process
• Remove time lost in debate
• Identify weak points in processes
• Discover systemic causes
• Explain with reasons why an
incident occurred
• Gives a factual representation of
the incident
• Compare what actually
happened against what should
have happened, at any point
during the incident.
Standard Problem Solving
to ensure…
What is the difference between
Problem Solving & Decision Making

A problem exists when there is a gap


between what you expect to happen and Selection of a course of action from
what actually happens among available alternatives
Problem Solving always involves Decision Decision Making is a step in Problem
Making Solving Process
Describing a Problem
Problems don't occur without a reason

Expected
X
Performance

Performance

Actual
Negative Performance
Variance

Time
Something’s Gone Wrong

Find and correct the changes


Increased – or Changing – Expectations

Find new ways of operating.


Problem Solving

The process of closing the gap between


the actual situation and the desired
situation
Focus on solutions, not problems!!
• When NASA began the launch of astronauts into space,
they found out that the pens wouldn’t work at zero
gravity (Ink won’t flow down to the writing surface). In
order to solve this problem, they hired a consultant. It
took them one decade and $12 million. They developed
a pen that worked at zero gravity, upside down

• And what did the Russians do…………………………………??


The Russians used a Pencil !!!
Focus on solutions, not problems!!
Problem 1

• You are working in GNP as a sales rep. and you are responsible for
Heliopolis area.

• Dr. Ibrahim is one of the KOLs who you are visiting for the last 2
years on a strategic product. He prescribes your product & every
time he demonstrates satisfaction with the results.
• Last week and before visiting him you have received a feedback
from the pharmacist that he started prescribing a competitor
product.

You will be visiting him this afternoon


What will be your approach to solve this problem?
Problem 2

• You have been visiting Dr. Emad (KOL) for the past
one year on a newly introduced product.

• Up till now he is reluctant to use your product, last


week he called you to visit him as he needs to be
sponsored by GNP to attend the European congress
in Madrid.
Today you are planning to visit him at 5:PM, How
you will respond to his request?
Problem Solving Process

Evaluating
Identify the Generating Implement &
alternatives&
problem alternatives follow up
select one

Decision Making
• Problems are not manageable when conceived in
large global terms

“Everything is going wrong”


“He will never change”
“There is no hope”
Try to establish and obtain a real, specific problem
Try to establish and obtain a real, specific problem

Spend time calculating data and defining problems


Why ??
1. To avoid working to solve the wrong Problem
2. Do not overspend resources on small / wrong
problems
How??

Gathering Information
1. Focus on real problem not just a symptom
2. Specify underlying causes
3. Separate fact from opinion
4. Identify what standard is violated
Example
• Suppose you must deal with an employee who consistently
fails to get work done on time.

Slow work might be the problem

or it might be only a symptom of another underlying problem

Bad health Low morale Lack of training Inadequate rewards


Identify the problem
• Focus on real problem not just a symptom
( Root Cause )
How ?
1. 5 Why’s technique ??
2. Fishbone Diagram
(Cause & Effect Diagram)
2. Fishbone Diagram

Man Method Material


or X
X based on facts
X

X Problem / Effect:

X
X

Machine Measurement Mother Nature


2. Fishbone Diagram
2. Fishbone Diagram
▪ Try to make your “Effect” measurable – can you graph it?

▪ Sometimes, the ‘6M’s’ are replaced with ‘P’s’ for Office processes:
▪ Policies ▪ Price
▪ People ▪ Promotion
▪ Procedures ▪ People
▪ Plant (Facility) ▪ Processes
▪ Programs ▪ Place
(Software) ▪ Policies
▪ Procedures
▪ Planet ▪ Product
▪ Do not waste time discussing the branches
Just Do it !!!!
▪ You can use what fits your needs
2.Generating alternatives

How to generate alternative solution??


2.Generating alternatives
Brainstorming

1. Quantity is wanted
2. Quality is not a hinder
3. Consider short term and Long term solutions
4. Multiple perspectives
5. Group work
6. No Judgment
3.Evaluating alternatives

• It is filtering and choosing one alternative among


many others
3.Evaluating alternatives
1. Cost-benefit Analysis
Weighing of advantages and disadvantages
of the proposed alternatives

• The method is usually run in three steps:


1) Definition of all elements causing costs of idea implementation
2) Definition of all elements causing benefits of idea implementation
3) Comparison sum of all costs with the sum of all benefits
Decision Making
Decision Making Models

Decision making
Model

Intuition Rational
Model Model
Intuition model

 Involves gut feeling


 The “feeling” arises from past experience and knowledge
 Involves quicker response
 Does not involve systematic analysis
 May also have rational basis
Intuition model Components
• Emotions

• Experience

• Subconscious
When is Intuition Used?
• When a high level of uncertainty exists
• When variables are less scientifically predictable
• When “facts” are limited
• When analytical data are of little use
• When there are several reasonable alternative solutions
from which to choose
• When time is limited and there is pressure to come up with
the right decision
Rational Model

Clear problem
Single, well-defined goal
All alternatives are known
Clear preferences (ranking criteria)
No time or cost constraints
Decision will maximize payoff
The Rational Model
The Six Steps in Decision Making
Identifying
the Problem

Following Up & Feedback Determining Alternatives

Implementing Analyzing
the Decision the Alternatives

Selecting
the Best Alternative
Workshop
What are different problems do we Which decision model to be used
face? Rational or Intuition?

Select activity / HCP Intuition/Rational

Sales deviation from target Rational

Didn’t get certain promotion Rational

Witnessed unethical behavior Intuition/Rational


Implement & follow up

• Evaluate if target was achieved or not


• Evaluate the process and ensure that it is
sustainable
• Confirm negative and positive effects
• Share evaluation with people involved
List the for people to
make effective decisions?
for people to make
effective decisions
• Fear of failing
• Fear that others will disapprove. Believing that
others will always expect perfection following a
success
• Unable to set priorities
• Lack source of information needed to help with the
decision
• Hoping someone else will decide
• Having little experience
Improving Decision Making

Techniques to improve decision making

1. The Stepladder Technique

2. The Nominal Group Technique


1. Stepladder technique
2. Nominal Group Technique
Thank You

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