Problem-Solving &

Decision-Making
Course Manual Revised 6.27.2018
PROBLEM SOLVING & DECISION MAKING
COURSE DESCRIPTION

Each day is filled with decisions to be made and problems to be addressed. Developing the skills to address these
actions can not only increase one’s effectiveness, but also reduce stress and reactive behaviors. This course will
guide participants through the process of identifying root causes of problems, generating solutions to problems,
establishing decision-making criteria, and using those criteria to select the best alternative solution to problems.
Practice scenarios will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
OBJECTIVES
By the end of the workshop, attendees will be able to:
 Apply a four step process to identify, analyze, and address workplace challenges.
 Use a systematic approach to ensure the best possible decision is made.
 Use tools and techniques to generate potential solutions to challenges.
 Create action plans for implementation and follow up of decisions.

COURSE OVERVIEW

1. Define the
Problem

2. Create
Alternative
Solutions
Decision-Making
3. Evaluate
alternatives
& select one

4. Implement
and follow up

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PROBLEM SOLVING & DECISION MAKING SELF-ASSESSMENT

Circle the number that most closely represents your agreement with the following statements.
1—Never 2—Rarely 3— Sometimes 4–- Often 5— Almost Always

PROBLEM SOLVING
1. I try to uncover the root problem before I work toward solutions. 1 2 3 4 5
2. I solicit ideas from others before I consider possible solutions. 1 2 3 4 5
3. I keep an open mind toward options I had not considered. 1 2 3 4 5
4. I use a systematic and effective method for solving problems. 1 2 3 4 5
5. I remain calm in difficult situations. 1 2 3 4 5
Total
DECISION MAKING
6. I make decisions in a timely manner. 1 2 3 4 5
7. I get input from all those involved before I make a final decision. 1 2 3 4 5
8. I try not to make rushed decisions. 1 2 3 4 5
9. I use a standard system for decision making. 1 2 3 4 5
10. I achieve positive outcomes from my decisions. 1 2 3 4 5
Total
ATTITUDE
11. I view problems as an opportunity to improve and grow. 1 2 3 4 5

12. I welcome ideas and suggestions for improvement from others in the organization. 1 2 3 4 5

13. I appreciate the different ideas and viewpoints that are represented on my team. 1 2 3 4 5
14. I understand my personal biases and put them aside to think objectively about the
1 2 3 4 5
situation at hand.
15. I work to ensure that others are not hesitant to approach me for help with challenges
1 2 3 4 5
and issues.
Total
OPPORTUNITIES
16. I view every challenge as an opportunity for improvement. 1 2 3 4 5
17. I consider organizational values, ethics, and long-term goals when I address decisions
1 2 3 4 5
and problems.
18. I recognize the benefits of diverse thinking for my team. 1 2 3 4 5
19. I solicit input on processes and improvements, even when no problems exist. 1 2 3 4 5
20. I take the time to review and document lessons learned from challenges and apply
1 2 3 4 5
them to future situations.
Total

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DEFINE THE PROBLEM
Ask yourself and others, the following questions:

What is the problem?

When does it happen?

With whom is it happening?

What is the impact of this problem?

How is it happening? Step by step, what happens before this situation occurs?

Use the answers to these questions to draft a problem statement. Options to create this statement include:

The problem that I am trying to solve is

The following should be happening, but isn’t:

The following is happening:

Defining complex problems:

If the problem still seems overwhelming, break it down by repeating the series of questions until you have
descriptions of several related problems. If you discover that you are looking at several related problems, then
prioritize which ones you will need to address first.

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THE “FIVE WHYS”

HOW TO USE THE “FIVE WHYS”:

1. Form your team.
2. Develop a problem statement.
3. Ask “Why?” the problem occurs.
4. Keep asking “Why?” until you get to the root of the problem.
5. Develop and implement a countermeasure or solution.
STEPS QUESTIONS ANSWERS

Develop a Problem
Statement

Why?

Why?

Why?

Why?

Why?

Root Cause

Immediate
Countermeasure

Long-Term Solution

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CREATE ALTERNATIVE SOLUTIONS
IDEAS

BRAINSTORMING
 No judging is allowed
 Piggybacking is encouraged
 Quantity, not quality
 No negatives

EVALUATE ALTERNATIVES & SELECT ONE

 Will it solve the problem?
 Is it a long-term solution?
 Will those involved accept this alternative?
 Does it seem realistic that the alternative will be implemented?
 Does the alternative conform to policies and procedures?
 Do we have the resources to implement this suggested solution? Do we have the time?
 What is the risk associated with each alternative?

IDEAS NOTES

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IMPLEMENT AND FOLLOW UP

ACTION PLAN FOR IMPLEMENTATION

ACTION STEP WHO WHEN RESOURCES CRITERIA
Break down into Who is  Start date  Methods How to assess
the smallest responsible for  Deadlines  People success?
possible steps this task?  End Date  Documents
 Finances

PRACTICE ACTIVITY

STEPS NOTES

Define the Problem

Create Alternative
Solutions

Evaluate
Alternatives &
Select One

Implement and
Follow Up

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DECISION MAKING

STEPS POINTS TO REMEMBER NOTES

 Purpose
 Perspectives
Define
the Situation  Data
 Sources of Information
 What do we look for?
Evaluate the  Where do we get this information?
Criteria
 What are limits criteria and desirables?
BRAINSTORMING
Alternate formats:
 Round Robin Emails
Consider
Alternatives  Online Shared Documents
 Conference Calls
 Messaging/Texts

 Best of Two
Identify the  Dot System
Best  Show of Hands
Alternative
 Matrix Systems
 Breakdown into the smallest possible steps
 Who is responsible for task?
Develop and
Implement  When will the task start/end? Deadline?
Plan  What resources do we have?
 How to access success?
 Are we seeing what we would expect from
the indicators?
 Is the plan progressing according to
schedule?
Evaluate &  Does the plan need adjustment?
Follow Up  What changes should be made to avoid this
type of problem in the future?
 What did we learn from this problem
solving?

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DECISION MAKING

DECISION MATRIX SYSTEMS

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PRACTICE ACTIVITY
1. DEFINE THE PROBLEM: You’ll start by analyzing to get to the root
problem.
2. CREATE ALTERNATIVE SOLUTIONS: You’ll brainstorm for solutions.
3. EVALUATE ALTERNATIVES AND SELECT ONE: Then you’ll use any of
the tools we’ve presented today to identify the best alternative to
address the issue.
4. IMPLEMENT AND FOLLOW UP: For this step, all we ask from you
today is to present your decision to the rest of us and be ready to
explain why you chose that option.

STEPS NOTES

Define the Problem

Create Alternative
Solutions

Evaluate
Alternatives &
Select One

Implement and
Follow Up

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ACTIVITY: PROBLEM SOLVING

SCENARIOS

A. You have dealt with this customer before and he’s difficult. He has missed a deadline for submitting a form by
one day. You have the flexibility to accept it today, but you don’t want him to start expecting those kinds of
exceptions in the future. On the other hand, it will affect his entire family’s health care for the coming year if you
don’t accept it.

B. The information on the form you’ve received is incorrect. You see that the problem is simply a typographical
error and you can fix it easily. You cannot reach the person to get permission to make the correction and the
form is due in one hour.

C. This customer cannot explain her situation due to a problem she has communicating. You need the information
in order to complete her application. She seems to understand the information, but she cannot speak clearly and
you are having trouble getting all the information you need.

D. This customer has had multiple problems in the past with your department and is on your phone with another
one. You can tell he has a negative attitude because of his past experiences and you want to give him a positive
experience this time, but as you hear his request, you realize it is impossible.

E. Your customer does not speak English well and you have a lot of information you need to get before his
application can be considered. You have been working with him for an hour and both of you are frustrated and
exhausted. You only have a third of the form completed.

F. You see that someone else made an incorrect decision on this person’s application. She is calling in to find out
why it was rejected and you see that it should have been approved. You will have to start the process over again
to get approval and it will take some time. Additionally, you don’t want to put blame on anyone for the rejection.

G. You are being pressured for a fast decision on an issue that you know needs additional research and
consideration. The pressure is coming from someone in a higher position who does not understand the entire
process. You see the need for quick action, but you know that any decision you make today may not be the best
decision in the long run.

H. You have made a decision on an issue and held a meeting, stating the decision to all involved. One hour later you
find out new information that affects the decision you made and changes what you think should happen in this
situation.

I. You receive a decision from a higher level manager that you realize will have a negative outcome. You have not
been asked for your input, but you know that you have information that will affect how the manager sees the
situation. The manager has already communicated the decision to the department.

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REFERENCES
Personnel Decisions, Inc. (2001). Successful Manager’s Handbook. Minneapolis MN: PDI
Decision Making
International.
Entrepreneur.com. (2014). Defining Problems: The Most Important Business Skill You’ve Never
Defining Problems
Been Taught. Retrieved from: https://www.entrepreneur.com/article/237668
The Executive Beecroft, G. Dennis, Grace L. Duffy, John W. Moran. (2003). The Executive Guide to
Guide to Improvement and Change. ASQ Quality Press. Pages 17-19.
Improvement and
Change
Decision-Making-Solutions.com. The Innovate Step: Generating a robust set of decision
The Innovate Step alternatives. Retrieved from: http://www.decision-making-solutions.com/decision-
alternatives.html

Problem Solving Pearson Education Company. (2002) Every Manager’s Desk Reference. Indianapolis. Pages 921-
And Decision 947.
Making

Who Decides Hook, Rob. (September 7, 2010). Who Decides Wins. adapted from model by Paul Mohapel.
Wins Retrieved from: http://businesscopilot.blogspot.com/2010/09/5-ds-of-decision-making.html

Other materials in this course were excerpted from the CPTP web-based related courses.

RESOURCES

THANK YOU FOR JOINING US TODAY! WE HOPE TO SEE YOU AGAIN SOON

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