Chapter 2- Solve Problem Related to Work Activities (PRW)

Week 3

Objectives:

1. Demonstrate an understanding of the principles and concepts in solving

problems in the workplace, including the application of problem solving
techniques and in resolving the root cause of problems.
2. Independently solve problems in the workplace, including the application of
problem solving techniques.
3. Identify the problem/s.
4. Determine fundamental causes of the problem
5. Determine corrective action
6. Provide recommendations.

Chapter 2 – Lesson 1 - Competence includes a thorough knowledge and

understanding of the process, normal operating parameters, and product quality
to recognize nonstandard situations.

Problem-solving
 It is the process of finding solution to difficult or complex issues.
 It is an act of defining a problem; determining the cause of the problem;
identifying, prioritizing and selecting alternatives for a solution.
 It consists of using generic or ad hoc methods in an orderly manner to find
solution to problems.
 It is the process of working through details of a problem to reach a solution. It
may include mathematical or systematic operations and can be a gauge of an
individual’s critical thinking skills.
 It is to find a solution to a difficult or complex question or situation; to engage in
the actions or thoughts necessary to discover solution to problems.

THE PROBLEM-SOLVING PROCESS

 In order to effectively manage and run a successful organization, leadership must
guide their employees and develop problem-solving techniques. Finding a
suitable solution for issues can be accomplished by following the basic four-step
problem-solving process and methodology outlined below.
 Steps Characteristic
1. Define the problem  Differentiate fact from opinion
 Specify underlying causes
 Consult each faction involved for
information
 State the problem specifically
 Identify what standard or
expectation is violated
 Determine in which process the
problem lies
 Avoid trying to solve the problem
without data

2. Generate alternative solutions  Postpone evaluating alternatives

initially
 Include all involved individuals in
the generating of alternatives
 Specify alternatives consistent with
organizational goals
 Specify short- and long-term
alternatives
 Brainstorm on others' ideas
 Seek alternatives that may solve
the problem

3. Evaluate and select an alternative  Evaluate alternatives relative to a

target standard
 Evaluate all alternatives without
bias
 Evaluate alternatives relative to
established goals
 Evaluate both proven and possible
outcomes
 State the selected alternative
explicitly

4. Implement and follow up on the solution  Plan and implement a pilot test of
the chosen alternative
 Gather feedback from all affected
parties
 Seek acceptance or consensus by
all those affected
 Establish ongoing measures and
monitoring
 Evaluate long-term results based on
final solution
1. Define the problem

 Diagnose the situation so that your focus is on the problem, not just its
symptoms. Helpful problem-solving techniques include using flowcharts to
identify the expected steps of a process and cause-and-effect diagrams to define
and analyze root causes.

 The sections below help explain key problem-solving steps. These steps support
the involvement of interested parties, the use of factual information, comparison
of expectations to reality, and a focus on root causes of a problem. You should
begin by:

 Reviewing and documenting how processes currently work (i.e., who does
what, with what information, using what tools, communicating with what
organizations and individuals, in what time frame, using what format).
 Evaluating the possible impact of new tools and revised policies in the
development of your "what should be" model.

2. Generate alternative solutions

 Postpone the selection of one solution until several problem-solving alternatives

have been proposed. Considering multiple alternatives can significantly enhance
the value of your ideal solution. Once you have decided on the "what should be"
model, this target standard becomes the basis for developing a road map for
investigating alternatives. Brainstorming and team problem-solving techniques
are both useful tools in this stage of problem solving.

 Many alternative solutions to the problem should be generated before final

evaluation. A common mistake in problem solving is that alternatives are
evaluated as they are proposed, so the first acceptable solution is chosen, even
if it’s not the best fit. If we focus on trying to get the results we want, we miss the
potential for learning something new that will allow for real improvement in the
problem-solving process.

3. Evaluate and select an alternative

 Skilled problem solvers use a series of considerations when selecting the best
alternative. They consider the extent to which:

 A particular alternative will solve the problem without causing other

unanticipated problems.
 All the individuals involved will accept the alternative.
 Implementation of the alternative is likely.
 The alternative fits within the organizational constraints.
 4. Implement and follow up on the solution

 Leaders may be called upon to direct others to implement the solution, "sell" the
solution, or facilitate the implementation with the help of others. Involving others
in the implementation is an effective way to gain buy-in and support and minimize
resistance to subsequent changes.

 Regardless of how the solution is rolled out, feedback channels should be built
into the implementation. This allows for continuous monitoring and testing of
actual events against expectations. Problem solving, and the techniques used to
gain clarity, are most effective if the solution remains in place and is updated to
respond to future changes.

Importance of problem solving skills

 Obviously, every organization has problems and every individual has problems
too. For this reason, the ability to solve problems is of great importance to
individuals and organizations. Some of the benefits include:

 Make the impossible possible. Knowledge alone is not the key to solving
problems but rather, complimenting it with systematic problem solving
approaches makes the difference. This helps individuals and organizations
overcome perilous challenges.

 Makes you a stand out. People are trained to do the usual. They have
acquired skills and knowledge in what they do. However, people can hardly
solve problems when they are unexpected or unprecedented ones. If you
become a regular problem solver at your workplace, you are easily noticed,
recognized, and appreciated.

 Increased confidence. No matter where you work or what your profession is,
having the ability to solve problems will boost your confidence level. Because
you are sure of your ability to solve problems, you don’t spend time worrying
about what you will do if a problem should arise.

How to improve upon problem solving skills

 Just like any of the other skills, the art of problem solving can be learnt and
improved upon. Below are few tips to help you improve this skill.

 Detach yourself from the problem. Don’t regard yourself as the problem itself
and don’t presume you are incapacitated to solve the problem. See the
problem as the enemy that has to be defeated by you.

 Analyze it in parts and not as a whole. Don’t see the problem as a whole big
unit that needs to be fixed – That may deter you from attempting to solve it.
Rather, break it into parts and tackle them step by step, and portion by
portion. The little pieces you solve will add up to become the solution for the
 whole unit. For instance; if there’s turmoil in your organization, analyze the
various aspects or departments of the organization. Choose one problematic
area, such as communication, to start from. When that is fixed, you may move
on to the other problematic areas.

 Be inquisitive and investigative. Being inquisitive and conducting thorough

investigation and research helps you identify what the core of the problem is.
In other words, it grants you access to the cause of the problem. Once the
real cause of the problem is known, it becomes easier to solve it.

 Be open to suggestions. Other people’s contributions can be very helpful. It

saves you the time of having to search for every piece of information that is
needed.

Characteristics of problem solving

1. Problems are merely deviations from performance standards

2. Problems must be precisely identified and described
3. Problems are caused by a change from a distinctive feature
4. Something can always be used to distinguish between what has and hasn't been
affected by a cause
5. Causes of problems can be deduced from relevant changes found in analyzing
the problem
6. Most likely cause of a problem is the one that exactly explains all the facts, while
having the fewest (or weakest) assumptions (Occam's razor).

Decision Making

 It is the process of making choices by identifying a decision, gathering

information, and assessing alternative resolutions. Using a step-by-step decision-
making process can help you make more deliberate, thoughtful decisions by
organizing relevant information and defining alternatives.

 It can be regarded as a problem-solving activity yielding a solution deemed to be

optimal, or at least satisfactory. It is therefore a process which can be more or
less rational or irrational and can be based on explicit or tacit knowledge and
beliefs. Tacit knowledge is often used to fill the gaps in complex decision making
processes. Usually both of these types of knowledge, tacit and explicit, are used
together in the decision-making process.

 the act or process of deciding something especially with a group of people

 it is an important function in management, since decision-making is related to

problem, an effective decision-making helps to achieve the desired goals or
objectives by solving such problems. Thus the decision-making lies all over the
enterprise and covers all the areas of the enterprise.
Seven steps to effective decision making

Step 1: Identify the decision

 You realize that you need to make a decision. Try to clearly define the
nature of the decision you must make. This first step is very important.

Step 2: Gather relevant information

 Collect some pertinent information before you make your decision: what
information is needed, the best sources of information, and how to get it.
This step involves both internal and external “work.” Some information is
internal: you’ll seek it through a process of self-assessment. Other
information is external: you’ll find it online, in books, from other people,
and from other sources.

Step 3: Identify the alternatives

 As you collect information, you will probably identify several possible paths
of action, or alternatives. You can also use your imagination and additional
information to construct new alternatives. In this step, you will list all
possible and desirable alternatives.

Step 4: Weigh the evidence

 Draw on your information and emotions to imagine what it would be like if
you carried out each of the alternatives to the end. Evaluate whether the
need identified in Step 1 would be met or resolved through the use of each
alternative. As you go through this difficult internal process, you’ll begin to
favor certain alternatives: those that seem to have a higher potential for
reaching your goal. Finally, place the alternatives in a priority order, based
upon your own value system.

Step 5: Choose among alternatives

 Once you have weighed all the evidence, you are ready to select the
alternative that seems to be best one for you. You may even choose a
combination of alternatives. Your choice in Step 5 may very likely be the
same or similar to the alternative you placed at the top of your list at the
end of Step 4.

Step 6: Take action

 You’re now ready to take some positive action by beginning to implement
the alternative you chose in Step 5.
 Step 7: Review your decision & its consequences
 In this final step, consider the results of your decision and evaluate
whether or not it has resolved the need you identified in Step 1. If the
decision has not met the identified need, you may want to repeat certain
steps of the process to make a new decision. For example, you might
want to gather more detailed or somewhat different information or explore
additional alternatives.

Characteristics of decision-making
 Objectives must first be established
 Objectives must be classified and placed in order of importance
 Alternative actions must be developed
 The alternatives must be evaluated against all the objectives
 The alternative that is able to achieve all the objectives is the tentative decision
 The tentative decision is evaluated for more possible consequences
 The decisive actions are taken, and additional actions are taken to prevent any
adverse consequences from becoming problems and starting both systems
(problem analysis and decision-making) all over again
 There are steps that are generally followed that result in a decision model that
can be used to determine an optimal production plan
 In a situation featuring conflict, role-playing may be helpful for predicting
decisions to be made by involved parties
 Wh
at Iyou experience making a decision? Can you share what you have
1. Have
experience?
havdid you solve your situation?
2. How
e do you consider when making decisions?
3. What
4. What was the consequences did you get after making your decision?
learcharacteristic do you have in making decision?
5. What

ned
IDENTIFICATION. Write the correct answer on the space provided.
?
_________1. It is the act or process of deciding something especially with a group of
People.
_________2. It is often used to fill the gaps in complex decision making processes.
_________3. These steps support the involvement of interested parties, the use of
factual information, comparison of expectations to reality, and a focus on
root causes of a problem.
_________4. They use a series of considerations when selecting the best alternative.
_________5. It is the process of working through details of a problem to reach a
solution. It may include mathematical or systematic operations and can be
a gauge of an individual’s critical thinking skills.
_________6. You realize that you need to make a decision. Try to clearly define the
nature of the decision you must make. This first step is very important.
_________7. it is an important function in management, since decision-making is
related to problem, an effective decision-making helps to achieve the
desired goals or objectives by solving such problems.
_________8. You’re now ready to take some positive action by beginning to implement
the alternative you chose in Step 5.
_________9. Diagnose the situation so that your focus is on the problem, not just its
symptoms.
_________10. Draw on your information and emotions to imagine what it would be like
if you carried out each of the alternatives to the end
_________11. the act or process of deciding something especially with a group of
people
_________12. Postpone the selection of one solution until several problem-solving
alternatives have been proposed.
_________13. It is the process of finding solution to difficult or complex issues.
_________14. Collect some pertinent information before you make your decision: what
information is needed, the best sources of information, and how to get it.
_________15. Leaders may be called upon to direct others to implement the solution,
"sell" the solution, or facilitate the implementation with the help of others.