PROBLEM SOLVING COURSE

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OVERVIEW
OF
PROBLEM
SOLVING
BY LAUREN STARKEY

Recognizing
a Problem

We all face problems every day. Some are simple, requiring a short
period of time to solve, such as running low on gas in your car. Others are
complex, and demand much of your time and thought. For instance, you might
be asked by your boss to determine why the latest sales pitch for your largest
client failed, and then come up with a new one.
You cannot solve a problem without first determining that you have one.
Once you recognize the problem, you will want to prioritizedoes your
problem demand immediate attention, or can it wait until you are finished
working on something else? If you have more than one situation to resolve,
you must rank them in order of importance, tackling the most important first.
This lesson will help you to do just that.

What Is a Problem?
In terms of critical thinking skills, a problem is defined as a question or
situation that calls for a solution. That means when you are faced with a
problem, you must take action or make decisions that will lead to resolution of
that problem.
Using this definition, problems that occur in the form of a question are
typically those that do not have one straightforward answer. You might be
asked, Why are you voting for candidate X instead of candidate Y? or why
do you deserve a raise more than Tannie? Situational problems require you to
think critically and make decisions about the best course of action. For
example, you learn that a coworker has been exaggerating the profits of your
companyand she has done so on orders from the president. Do you blow the
whistle, jeopardizing your career? And, if so, to whom?

But Is It Really? Determining the Existence of a Problem

Once a problem has been identified, you must take one more step before you
begin to think about solving it. Some situations look like problems when, in
fact, they are not. If you believe you are faced with a problem, ask yourself, is
it an inevitable part of a process, or does it actually call for a solution? For
example, you have spent the past two weeks training a new employee at the
bank in which you work. He makes a couple of errors during his first day out of
training. Do you ask your boss if you can spend more time with him? Or,
should you find out what the expectations are for new employees? You may
discover that your boss expects a few errors during a tellers first week on the
job. Keep in mind that something can look like a problem when it is not. It is
important that you recognize when your problem solving skills are needed,
and when they are not.

 Road Block to Recognizing a Problem

One of the most common reasons for not recognizing a problem is the
desire to avoid taking action or responsibility. The thinking goes that no
recognition means no responsibility. This can mean simply not noticing that
you have five checks left in your checkbook (if you noticed, you would need to
take action and order more checks). Or, you look the other way as faulty items
come off the conveyor belt and are packaged for distribution (if you reported it
to management, you might be asked to determine the manufacturing
problem).
Realize that by not recognizing the problem, you make the solution
more difficult. The initial problem could grow larger and more complex with
time, or by waiting you could create multiple problems that need solutions. If
you do not determine that you need more checks and place an order, you will
run out. Then, not only will you have to order more, but you will have to visit
the bank to be issued temporary checks. In other words, the failure to
recognize a problem almost always creates more work for you.

Types of Problems
Once you recognize that a problem exists, but before you begin to solve
it, you should determine the type of problem as it relates to a timeframe and
your personal priorities. There are two criteria to use in your determination:
severity and importance.
Severe Problems
These problems may be identified by the following characteristics:

require immediate solutions

may call for the involvement of others who have more expertise
than you

result in increasingly drastic consequences the longer they

remain unsolved

For example, a break in your houses plumbing is a severe problem.

Water will continue to leak, or perhaps, gush out until the break is fixed. The
water can damage everything it comes in contact with, including hardwood
floors, carpeting, furniture, and walls. Unless you are a plumber, you will
need to call a professional to solve the problem immediately. Delays can result
in a more difficult plumbing issue and also costly water damage repairs. You
might even need to replace flooring or other items if the break is not fixed
quickly.
Some minor problems can become severe if not solved immediately. For
example, a campfire in the woods that is difficult to put out may take a great
deal of time and effort to extinguish. But if it is not put out, it could start a
major forest fire (severe problem).
Practice
Three problems arise at work simultaneously. In what order do you
solve the following?
a. The printer in your office is down.
b. You need to finish writing a report to meet a 3:00 P.M. deadline.
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c. Documents must be dropped off at FedEx by 5:00 P.M.

Answer
The order that makes the most sense is a, b, c. You cannot print your
report if the printer is down, so the printer should be fixed first (it could take
the longest amount of time if a repair person must be called). Then, write the
report. When you are finished, gather the necessary documents and prepare
them for FedEx.
Following is another practice. In this practice, you will see that time is a
factor, but it is not the deciding factor, in your critical thinking process.
Practice
You invited friends over for pizza and a movie. Before they arrive, you
preheat your oven to keep the pizzas warm and put the tape in the VCR to fast
forward through all of the coming attractions and advertisements. However,
the tape is damaged and will not play. As you head out to exchange the tape,
you smell gas coming from the kitchen. What should you do?
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Answer
A natural gas leak is a severe problem, and must be dealt with first. You
must turn off the oven, air out the room, and take great care not to light any
matches for any reason until the oven can be looked at by a professional. The
problem with the rented movie is not severe. Once the apartment is safely
ventilated, go get another movie and call your friends if you are running late.
Practice
Which, if any, of these problems is severe?
a. You realize you are out of shampoo on the morning of an
important job interview.
b. You find a tick on your dog which has probably been in place for a
day or two, and suspect Lyme disease.
c. You find a nail in your tire; there is little air loss, but you are ten
miles from the closest gas station.
d. You lose your job when your boss suspects you have been
stealing from your company.
Answer
Choice d is the most severe problem. Not only are you out of work, but
you may need to hire a lawyer to fight criminal charges. You must immediately
seek legal advice, and gather evidence to prove that you were not involved
with the theft.
Choice b could be considered severe, but treat ment for Lyme disease
does not need to start immediately, and the situation will not deteriorate
drastically if you wait a day or two after removing the tick.
Choices a and c are not severe problems. While it is always important
to make a good impression during an interview, this problem ranks the lowest
of the four in terms of severity. You can always use soap to wash your hair if
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you rinse it thoroughly. As for the problem, with the nail still in place you
should have no trouble driving ten miles to a service station to repair the
puncture.
Important Problems
Problems are viewed as important or unimportant in relation to one
another, and according to personal priorities. When you are faced with a
number of problems, you must evaluate them in terms of priority so that you
are not dealing with minor issues first, and leaving the more important ones to
go unattended until the last minute. Prioritizing means looking at each
problem or issue, and ranking it in terms of importance. What is most
important to you as you begin the critical thinking process.
Practice
Rank these local issues in the order that is most important (1) to least
important (5) in your life: healthcare, safety, education, pollution/environment,
and the economy.
1. ________________________________________
2. ________________________________________
3. ________________________________________
4. ________________________________________
5. ________________________________________
Answer
The answer depends on your personal situation. If you have children
and a job that provides you with a decent salary and quality health coverage,
you would probably rank education and safety highest. If the discovery of
radon gas in many areas of your town weakened the local economy and forced
your business to lay off half its staff, including you, you would probably rank
economy and pollution/environment as most important.
Practice
You are planning a family vacation to a resort 800 miles from your
home. Here are some of the details you will need to take care of:

purchase plane tickets

research restaurants in the area around the resort
reserve accommodations
suspend delivery of mail and newspaper for duration of trip
hire a pet sitter for your cats

In what order should you complete these tasks?

1. ________________________________________
2. ________________________________________
3. ________________________________________
4. ________________________________________
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5. ________________________________________
Which is most important? ____________________
Least important? ____________________________
Answer
While there is room for various answers based on personal preference
(for example, a food-lover might rank restaurant research higher on the list),
the following represents a ranking in order of importance:
1. purchase plane ticketsthere is no vacation unless you can reach
your destination
2. reserve accommodationsmany resorts are crowded and you run
the risk of having no place to stay if you do not take care of this
detail ahead of time
3. hire a pet sitter for your catswhile this should not be a difficult
detail to take care of, you cant go on vacation without securing care
for your pets
4. suspend mail and newspaper deliverya stuffed mailbox and pile of
newspapers at your door tells potential thieves that you are not
home; however, you could always call a neighbor from the resort to
help you out if you realize you have forgotten to take care of this
detail
5. research restaurantsonce you get to your destination, you should
have plenty of time to read local publications and ask around for
recommendations; the advice you get when you are there could be
superior to what you can find out from home

The Cost of Problem Solving

When you are on a budget, money is an issue when determining the
importance of problems. If there are two or more problems that require a
payment to solve and you do not have the money available to take care of
everything at once, you will need to determine what needs attention first and
what can wait.
Practice
Perhaps you find that your car needs a new muffler the day before you
were going to take your air conditioner in to be repaired. You do not have the
money to do both right now. Make a list of the reasons each repair is
necessary, and decide which should be done first.
Car Repair: ______________________________
Air Conditioner Repair: ____________________
Conclusion: _____________________________
Answer
Your lists will probably include many of the following:
Car Repair

car will be too noisy without a muffler

could be stopped by law enforcement and fined without muffler
cant drive car without muffler
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need car to drive to work

Air Conditioner Repair

wasting electricityAC running inefficiently

heat wave predicted for later in the week
have trouble sleeping without AC

live on fourth floortoo hot without AC

Conclusion: you should probably get your car repaired first. While it
may be uncomfortable without an air conditioner, you need your car to get to
work and that is your top priority.

In Short
When you recognize that you are faced with a problem, you also
recognize the need for action on your part. But that action depends on the
type of issue you are facing. Is the problem severe? If there is more than one
problem, which should be tackled first? Use your critical thinking skills to
pinpoint any problem or problems before you begin to anticipate a solution.

Defining
a Problem

No matter what issue you face, the only way to come up with an
effective solution is to identify the actual problem that needs to be solved
before you do anything else. If you dont, you could end up spending your
time treating the symptom or consequence of your problem while the real
problem remains waiting to be dealt with.
Did you ever spend time finding a solution to something, only to
discover that the real problem was still there, as big as ever, waiting for your
attention? Perhaps you worked for a few hours pulling up weeds in your
garden, only to discover a few days later that the very same type of weed was
back in that place. What you failed to notice was that the birdfeeder full of
sunflower seeds spilled into the garden every time a bird landed on it. Unless
you move the birdfeeder, or change the type of birdseed you buy, you will
continue to have a problem with sprouted sunflower seeds in your garden. In
other words, the real problem is the location of the birdfeeder coupled with
the type of birdseed you fill it with. The weeds are merely a symptom of the
problem.
The scenario above represents a common error in problem solving.
Many people mistake the more obvious consequences of a problem for the
actual problem. This might happen for a number of reasons. You could be busy
so whatever irritates you the most gets the greatest amount of attention
without much thought about whether it is the real problem. Or, you may make
assumptions about the nature of your problem and act on them rather than
determining first if they are valid.
There are two common results that occur when you solve something
that is not your actual problem.
1. Your solution will be unsatisfactory. (It fails to deal with the real
problem.)
2. Further decisions will have to be made to solve the real problem.

What Is the Actual Problem?

Many times, the real problem facing you can be difficult to determine.
For instance, your teacher returns your essay with a poor grade and tells you
to rewrite it. With no other feedback, you may be unsure about the real
problem with the essay and therefore unable to correct the problem
effectively. In this case, defining the problem entails some work; you will need
to read the essay over carefully first to see if you find it. If it is still not
apparent, you should approach your teacher and ask him to be more specific.
At other times, your problem may seem overwhelming in its size and
complexity. You may avoid dealing with it because you think you do not have
the time or energy to deal with such a large issue. However, when you take a
closer look, there may be only one real problem of manageable size, and a
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number of offshoots of that problem which will resolve themselves once you
deal with the actual problem.
How do you go about defining the real problem? There are a few of things to
keep in mind.
Get the information you need, even if you have to ask for it.
Do not be tricked into solving offshoots, or other consequences,
of your problem instead of the problem itself.
Do not be overwhelmed when you are faced with what looks like,
or what you have been told is, a giant problem.
Practice
What is the actual problem and what is the perceived problem in the
following scenario?
The owner of an office building decides to add ten floors to increase
the number of tenants. When construction is complete, the original
tenants begin to complain about how slowly the elevators are
running. The owner calls an elevator company, explains the
situation, and asks them to install a faster elevator. He is told that
there is no faster elevator, and that the problem is not the speed of
the elevator, but
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Answer
The real problem is that the tenants must wait longer for the elevator
because there are more of them using it and the elevator must travel to more
floors than before. The tenants perceived problem is the new slower speed of
the elevator. In reality, the elevator is moving at exactly the same speed as
before.
Now that you are thinking about defining real problems as opposed to
perceived problems, try distinguishing offshoots of a problem from the main
problem from which they stem.
Practice
What is the real problem, and what are the offshoots of that problem?
a. There is a leak in the roof.
b. A heavy tree branch fell on the house during a storm.
c. A large, dead oak tree is located next to the house.
d. The bedroom floor has water damage.
Answer
The tree, c, is the real problem. If it is not remedied, any solutions you
come up with will be faulty. In other words, you can repair the floor and the
roof and remove the branch. But the next storm could bring another branch
down and you will end up with the same consequences. A real solution
requires either removing the dead tree or removing any remaining branches
that could fall on your house.
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When you can distinguish between a real problem and its offshoots, you
should also be able to envision a large, overwhelming problem as something
more manageable.
Practice
What is the actual problem in this situation? While on vacation, you
withdrew money from your checking account using your debit card. The
account balance went to $0, but the check you wrote for your water bill before
you left came into the bank for payment. Although you have overdraft
protection, the bank charged you a fee for insufficient funds, and returned the
check to the water company, which is also charging a returned check fee.
Identify the real problem from the choices below:
a. You owe money to the bank and the water company.
b. The bank made a mistake by not covering the check.
c. Your vacation cost more than you budgeted for.
d. You do not have enough money in your checking account.
Answer
The real problem is b. The bank should have used your line of credit
you established as overdraft protection in order to cover the check. You need
to alert them to their error and have them contact the water company about
your check.

Distinguishing between Problems and their Symptoms

or Consequences
How can you be certain you are dealing with real problems rather than
their symptoms or consequences? There are two things you can do whenever
you believe you need to find a solution: avoid making assumptions, and think
the situation through.
Avoid Making Assumptions
What is an assumption in terms of problem solving? It is an idea based
on too little or not very good information. For example, the manager of a
convenience store has an employee who is often late for her shift. The
manager makes the assumption that the employee is lazy and does not take
her job seriously. In fact, the employee has had car trouble and must rely on
unreliable public transportation to get to work.
When you avoid making assumptions, you get all the information you
need before deciding anything. With the right information, you can see the
problem clearly rather than focusing on its consequences or mistaking them
for the real problem. Then you can work toward a satisfactory solution. For
instance, when the manager realizes that transportation is the real problem,
she might be able to help the employee find another way to work rather than
reprimand her for being lazy.
Practice
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Write an (A) next to each of the assumptions below. If it is not an assumption,

leave it blank.
___1. I couldnt take good notes during the lecture because the
professor was speaking too quickly.
___2. I dont know much about cars, but I think mine is rattling because
it needs a new muffler.
___3. Its the baking powder in this recipe that makes the muffins rise.
___4. Our manager is criticizing our work today because he has problems
at home.
___5. The cable TV went out after the wind knocked down those wires.
Answers
1. This is not an assumption. The student knows why her notes
were poor.
2. This is an assumption. The problem with the car might be caused
by something other than the muffler.
3. This is not an assumption. Baking powder is a leavening agent.
4. This is an assumption. Perhaps the manager is criticizing the
work because it is not good enough.
5. This is not an assumption. If the cable lines were knocked down,
that is the reason the cable TV is not working.

Think It Through
Another important way to distinguish between problems and their
symptoms or consequences is to think it through. Ask yourself, What is really
happening?
Look at the problem carefully to see if there is a cause lurking
underneath or if it is going to result in another problem or set of problems.
Thinking it through allows you not only to define the issue(s) you face now,
but can help you anticipate a problem or problems.
Practice
What problems might result from the following scenario?
The town of Colchester voted against three school budgets in
elections held in April, May, and June. As a result, all school hiring
and purchasing was put on hold. The school board then
recommended cutting two teaching positions, which would save the
town $92,000 in salary and benefits. At the election in July, the
towns-people approved the budget.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Answer
Think about some of the problems that might result. First, with the loss
of two teachers, there will be larger class sizes as fewer classes accommodate
the same number of students. In addition, since the budget was approved just
a month before school was to start it could be difficult to get the supplies
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needed by the remaining teachers using the money that was saved. Initially it
may look like the town solved the problem, but in reality they have created
new problems.

Defining a Problem within a Group

If it is sometimes difficult to distinguish between real and perceived
problems on your own, the difficulty is much greater when you are told of a
problem by someone else. For instance, your boss asks you to call a meeting
for all paralegals to explain how to correct the problem of poor
communication. Why arent your e-mails getting read by the attorneys on
time? he asks. Your boss wants the paralegals to somehow change the way
they send e-mails. However, after looking into the situation, you discover that
the real problem is that the attorneys are not in the habit of checking their email often enough.
Sometimes pinpointing the real problem must involve taking a step
back and figuring out if the right question is being posed. The problem
described above cant be solved by asking, What can the paralegals do
differently? It can be solved by asking, How can we get the attorneys to read
their e-mail more frequently?
When you are certain you are dealing with a real problem and you must
solve it in or as a group, you must lead others to see that real problem. Some
may be focused on the symptoms or consequences of it, while others may
have made assumptions about the problem. In order to find a successful
solution, everyone needs to clearly understand the problem.

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Practice
You are running a fund-raising meeting for your daughters soccer team.
Last year, the team did not end up with enough money to travel to all of their
away games. What represents the best choice for a discussion topic?
a. Can we buy cheaper food to sell at the snack bar to increase our
profits?
b. Should we order team t-shirts and sell them to the girls at cost?
c. Who has ideas for new fund-raising activities that will bring in
more money?
d. How much money will it cost the team to travel to the
championship game this year?
Answer
The best choice is c, because the actual problem facing the group is
how to raise more money than they did the previous year. The other topics are
also important but they are not the best way to lead the discussion. When you
are running the meeting, it is up to you to help the group see the actual
problem clearly so time is not wasted trying to solve other issues.

Roadblock to Defining a Problem

Often the biggest impediment to defining a problem is speed. When you
are busy, especially on the job, you may be tempted to simply deal with
superficial evidence, especially when it comes in the form of an aggravation or
irritation. In such as case, you act quickly, rather than stop to look and see if
the problem is merely the symptom of a larger or more serious issue.
However, what seems like a time saver (quickly resolving an
aggravating situation) could actually cost you more time in the long run. If you
have mistakenly identified the symptoms of a problem as the true problem, as
stated earlier in this lesson, then your solution will be inadequate and the real
problem will still be there.
In addition to wasting time by focusing on the false problem, you should
keep in mind that there are many instances when doing the right thing is
actually faster and simpler that dealing with the symptoms of a problem. For
instance, in the elevator scenario described on page 18, the real problem is
that the tenants do not like the effect the extra floors have on their elevator
use. When defined as such, you will not consider expensive and complicated
problems such as where to buy faster elevators or how to construct additional
elevator shafts.

In Short
Effective problem solving begins with the identification of the real
problem, as opposed to the perceived problem. Do not allow the size of the
problem, your own assumptions, or a lack of information stand between you
and an effective solution. Think the situation through, and do not be tempted
to deal quickly with consequences or symptoms of your problem instead of the
actual one.
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Key Approach
to ProblemSolving

There are several different ways of problem-solving all with their own
advantages and disadvantages. The process an individual adopts as a
manager will be influenced by organizational policies, the kind of information
available about the problem and his/ her own personality and communicative
style. Broadly, there are three problem-solving models available to a manager.

Rational Problem-Solving
The brain can think in two ways - emotionally (governed by instinctive
feelings) and rationally (governed by acquired knowledge and beliefs).
Emotional thinking happens in the limbic system - an interconnected
system of brain nuclei associated with basic needs and emotions, for example,
hunger, pain, pleasure, satisfaction, sex, and instinctive motivation). When
something catches ones attention, the brain, in a lightning flash, looks
through all the inherited and remembered patterns to see if there is a match,
and responds with the closest pattern that it can find. Emotional thinking is
very clear-cut, black and white, all or nothing. For example, when a black
shape on the path looks like a snake, one feels frightened and runs away.
Rational thinking, on the other hand, is a function of the part of the
brain called the neocortex - the wrinkled outer layer of the front parts of the
brain (the cerebral hemispheres), the functions of which include the
perception of sensations, learning, reasoning and memory. The power to think
rationally gives an individual greater flexibility of response. One has a lot more
control over what one does. So that one realizes that the black shape on the
path, though it looks like a snake, could also be a stick, examines it more
closely before deciding what to do.
Rational problem solving rests on the following principles (R. K. Wagner
- Learning to solve practical problems):

Problems are identified by comparing actual performance with an

expected standard performance

Problems are deviations in actual performance from the expected

standard

A precise and complete description of the problem is needed to

identify a solution:
a. What is happening?
b. Where is it happening?
c. When is it happening?
d. To what extent is it happening?
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The cause of the problem will be found by comparing problem

and non-problem situations.

Recent problems are a result of some change in the situation that

has caused an unwanted deviation from expectations.

The Rational Decision-Making Model requires the following steps which,

if followed, are assumed to lead to value-maximizing choices. The steps are
as follows:

define the problem,

identify the decision criteria,

weigh the criteria to determine rank of importance,

generate possible alternative solutions,

rate each alternative on each criteria, and

compute the optimal decision.

The case again rational problem-solving is the flawed assumption that

every problem is defined clearly and precisely, which might not be always
possible. Also, rating each of the alternative problem-solutions relatively in
terms of set or predetermined criteria can be a tricky task.

Lateral or Creative Problem-Solving

During 1950 -1960, some significant research was done by Roger
Sperry, which won him the Nobel Prize for Medicine in 1981. Sperrys work
demonstrated that human brain is divided into two major parts or
hemispheres - the right brain and the left brain.
The left brain is associated with verbal, logical, and analytical thinking.
It excels in naming and categorizing things, symbolic abstraction, speech,
reading, writing and arithmetic. The left brain is very linear: it places things in
sequential order - first things first and then second things second, etc. Left
brain engages in a very systematic, sequential and exact approach to getting
the job done. The left brain strives for accuracy in the process of the job being
done.
The right brain, on the other hand, functions in a non-verbal manner
and excels in visual, spatial, perceptual, and intuitive information. It is
associated with the realm of creativity. The right brain processes information
differently than the left brain. The processing happens very quickly and the
style of processing is non-linear and non-sequential. The right brain looks at
the whole picture and quickly seeks to determine the spatial relationships of
all the parts as they relate to the whole. This component of the brain is not
concerned with things falling into patterns because of prescribed rules. So,
lateral or creative problem solving does not follow a standard set of
procedures. It is a subconscious process based on past distilled experiences.
It is based more on the gut feeling of the manager than on an objective
process of weighing alternatives. There are a set of conditions and it is
accepted that under those conditions intuitive approach is generally preferred
to rational approach. Intuitive method is preferred when:

a high level of uncertainty exists,

there is little precedence to draw on,
variables are not reliably predictable,
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facts are limited or facts are contradictory,

analytical data are of little use,
there are several plausible solutions; and
time is limited and decision must be made

The creative problem-solving is flexible. So it can be used to examine

real problems and issues. According to brainstorming creator Alex Osborn
and Dr Sidney Parnes, creative problem-solving process involves six steps,
which together provide a structured procedure for identifying challenges,
generating ideas and implementing innovative solutions. Following are the six
steps:
1. Objective (Mess) Finding: The problem solver discusses the
situation about the problem and brainstorms a list of objectives
or goals which he/she might have for him/her creative effort.
Through some process, arrive at consensus on one or more
objectives the group is willing to attempt.
2. Fact Finding: The problem-solver brainstorms all the facts which
might even remotely be related to the objective. S/he has made
sure that each perspective and participant is represented on the
listing. S/he has to take some time for the participants to point
out which facts they feel are most relevant to the objective and
its eventual solution.
3. Problem-Solving: One of the most powerful aspects of creativity is
rephrasing the problem definition to one which is both closer to
the real problem and reveals more obvious solutions. One
technique for this is to brainstorm different ways to state the
problem. Most people recommend that the problem statement be
written as: In what ways might we... One has to pay particular
attention to changing the verbs and the nouns in the problem
statement. Asking Why? and How? will also result in some
interesting problem statements. Let the owner of the problem
select the statement or statements which seem to best capture
the real problem.
4. Solution Finding: In this step, the ideas with the greatest potential
are evaluated and the problem owner selects an idea or set of
ideas to take action on. One of the most effective methods for
this step is to brainstorm the criteria which determine the best
idea, like cost, appearance, etc., then select the most useful
criteria. These criteria are then used in a decision matrix in which
every idea is evaluated on every criterion and the judgments
combined to select the idea worth putting into action.
5. Acceptance Finding: In this phase, the problem solvers consider
the real world issues of the change from the old way to the
proposed new way as well as issues that are likely to have a
bearing upon the acceptance and implementation of the
envisaged change. The ideas developed in this step are then
integrated into the plan, increasing its likelihood of success.
Unlike many other problem-solving methods, the process emphasizes
the need to defer judgment on possible ideas and solutions until a final
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decision is made. In this way, the flow of ideas in the third step is not
interrupted, and possible solutions, however, bizarre, are accepted.

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ProblemSolving
Process

There is a variety of problem-solving processes. But each process

consists of a series of steps - identifying the problem, searching for possible
solutions, selecting the most optimal solution and implementing a possible
solution. It is useful to view problem solving as a cycle because, sometimes, a
problem needs several attempts to solve it or the problem changes. The
diagram below shows a seven-step problem solving process.

Identifying the Problem

The first step in the problem solving process is sizing up the situation to
identify the problem. That sounds simple enough, but sometimes managers
might be uncertain about what the problem is; they might just feel general
anxiety or be confused about what is getting in the way of their objectives. If
that is the case, they can ask themselves or their friends or a professional
expert. Other useful techniques for identifying the problem include:

Comparison with others

Monitor for weak signals

Comparison of current performance with objectives or past

performance

Checklists

Brainstorming

Listing complaints
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Role playing

Exploring the Problem

Having identified the problem, managers should analyze it to see what
the root cause is. Often people get caught up in symptoms or effects of a
problem or issue and never get down to the real cause. They get mad at
someones attitude, anger, or actions, which are not the cause of the problem.
The key here is to focus on analyzing the problem for the real cause without
being affected by emotional issues. Seeing answers for questions such as the
following will help explore the problem:
Identify the Problem Ask Who?

Who says that this is a problem?

Who caused or is causing the problem?
Whom does it or will it affect?

Who has done something about the problem?

Identify the Problem Ask What?

What
What
What
What

happened or will happen?

are the symptoms?
are the consequences for others?
circumstances surround the occurrence of the problem?

What is not functioning as desired?

Identify the Problem Ask When?

Did it or will it happen?

Why did it happen?

When did it first occur?

Identify the Problem Ask Where?

Where is the problem occurring?

Did it or will it have an impact?

Where did it have an impact?

Identify the Problem Ask Why?

Why is this, a problem?

Did it or will it occur?
Why did it occur?
Why was nothing done to prevent the problem from occurring?
Why did no one recognize and do something about the problem at the
earliest?

Why is a response needed now?

Identify the Problem Ask How?

How should the process be working?

How are others dealing with this or similar problems?

How do you know this is a problem; what supporting information do

you have?
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Once the cause is found, plans can be made to fix it. Analyzing implies
gathering information. If there is not enough information, they should figure
out how to research and collect it.

Set Goals
Having explored and analyzed the problem, managers should be able to
write a goal statement that focuses on what is the successful end of the
process. Making and writing down a goal statement:

helps them to clarify the direction to take in solving the problem;

and

gives them something definite to focus on

That is, what will occur as a result of the solution? This whole process is
about closing or fixing the gap between the problem and the goal. Writing
down the problem ensures that they are not side-tracking from, but
addressing the problem.

Look at alternatives
Now that the problem has been analyzed, the managers can begin to
develop possible solutions. This is a creative as well as practical step where
every possible solution is identified. They should identify the various
alternative solutions available to them through such techniques as:

Analysis of past solutions

Reading
Researching
Thinking
Asking Questions
Discussing
Viewing the problem with fresh eyes
Brainstorming

Sleeping on it

The idea is to collect as many alternative solutions as possible.

Mind mapping is another technique that can be used for identifying
alternative solutions. Developed by Tony Buzan in the 1970s, mind mapping
uses pictures and/ or word phrases to organize and develop thoughts in a nonlinear fashion. It helps people see a problem and its solution. Heres how to
do mind mapping:

Take a sheet of plain paper and turn it sideways (if using flipchart
paper you dont need to turn it sideways - it is large enough);
Using colored felt pens, draw a small picture (or write a phrase)
in the centre of the paper representing the issue you want to
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solve; Draw lines out from the main problem (it helps to use
different colors for each line).
Each line should represent a different aspect of your problem or
issue;
Write down what each line represents either on top of or on the
line;
Add other lines flowing off these main lines;
Write a word or short phrase on the smaller lines indicating what
each new line represents (you may find that mind mapping works
best for you if you write down the phrases or draw the images
first and then connect them with the lines); and
If you want, add images next to your main line that illustrate
what each line means to you (some people think better with
pictures, others with words).

Select the best solution

Now that there are a wide variety of possible solutions, it is time to

select the best solution to fix the problem, given the circumstances, resources
and other considerations. Here the managers are trying to figure out exactly
what would work best given the nature of the problem. There are always a
number of things that can affect a solution, for instance, money, time, people,
procedures, policies, rules, and so on. All of these factors must be thought
about. Managers should prioritise the solutions by their effectiveness. This is a
slow process of elimination. There may be some possible suggestions that are
immediately eliminated. Eventually, managers should narrow down the
choices to one best possible solution which will promise the best or optimal
outcomes.

Implementation

Implementation is a crucial part of problem-solving process. In order to

implement the solution chosen, managers must have an action plan and
communicate it to those directly and indirectly affected. Gemmy Allen
(Problem-Solving & Decision-Making) says that communication is most
effective when it precedes action and events. In this way, events conform to
plans and events happen when, and in the way, they should happen.
Managers should answer the vital questions before they are asked, like

What should be communicated?

What is the reason for the decision?
Whom will it affect and how?
What are the benefits expected for the individual, the
department, and the organization?
What adjustments will be required in terms of how work will be
done?
What, specifically, is each individuals role in implementing the
decision?
What results are expected from each individual?

When does the action called for by the decision go into effect?

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Communicating answers to these questions can overcome any

resistance that otherwise might be encountered.

Evaluation

This is the final step in the problem-solving process. Managers should

review the effectiveness of the solution against desired outcomes. Did the
solution work? If not, why not? What went right, and what went wrong? What
adjustments do they have to make to ensure that the solution works better?
This stage requires careful analysis that improves upon the best solution.
The review of your progress can help a manager identify any problem.
Steps may need to be revised or new steps added. One may need to consider
a different solution, if the current one, he/she has been working with, is not
helping.

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