Module 2
Problem-solving and Decision Making
PROBLEMS, DECISIONS AND COMMUNICATION
Definitions
Definition of a problem
• Something unknown, or unpleasant that you must deal with successfully.
Definition of problem-solving
• Process of working through the details of a complicated, difficult or distressing
issue to find a solution to it.
Definition of a decision
• Choice that you make after thinking about, and weighing up the facts
Definition of decision-making
• Is the process of organising information, comparing alternatives and then
intentionally choosing a particular
Two Methods to recognizing the symptoms caused by a problem
1. Iceberg Principle
2. Pareto Principle
a) Iceberg Principle
• Only about 10-20% of an iceberg is visible above the surface of the ocean
• A large part of who we really are is not visible to others, they may see only the
appearance, culture and habits.
• Often a problem we see in life is only a small part of a larger complex situation
• In a situation we may not be aware of about 10-20% of the information, the rest
could be hidden
• All the data we collect can hide the essential information we need to
understand.
An Iceberg model for problem-solving
1. Write down what happened i.e. losses, failures
2. Find out whether I happened before
3. Find out what helped cause it, such as procedures, behaviours, systems etc
4. Which assumptions, values and beliefs shaped these procedures
Pareto Principle
• This principle states that 80% of the outcomes or results of something are caused
by only 20% of the input, effort or time spent on it.
• The 80/20 figures show that the cause and effect is not equal when it comes to
problems.
• The symptoms of the problems we see are only a percentage of what is actually
involved.
• Sometimes most of the problems we experience come from only a few of our
activities, actions or habits.
• The majority of complaints come from a small percentage of our clients
How to do a pareto analysis
1. List all the problems and symptoms
2. Group together those that have the same root causes (i.e. lack pf training, old
equipment, lack of motivation)
3. Prioritise the groups of problem to decide which group is most urgent.
4. Find a solution that will have a positive effect on all groups of problems
5. Deal with the other groups afterwards
The Role of Communication
-Examples of verbal and non-verbal factors playing a role in a problem situation
Verbal factors Non-verbal factors
Tone of voice Facial Expressions
Pitch Emotions
Choice of words Reasoning
Tempo Eye contact
Emphasis Frame of reference
The Process of Problem Solving and Decision Making
Identify the Recognise the
problem problem
(2) (1)
Develop and
Analyse
alternative
solutions
(3)
Evaluate the Implement the Follow up
alternative Select the best
selected The implemented
solutions alternative
alternative solution
(4) (5)
(6) (7)
Seven steps in the decision making and problem-solving process
Aspects of the Problem
• Identity – Does it have a name? what does it look like?
• Location – Where does it usually occur?
• Timing - Where did it first appear? How often ?
• Magnitude - How serious is it? How does it affect you?
Develop Alternative Solutions
• Standard obvious solution
• Creative solution
• Relying on expertise
• Drawing on a past solution
• Brainstorming session
Variety of criteria that would help one evaluate alternative solutions
• Will this solution really help me to solve my problem?
• Is the solution practical?
• Is it sustainable in the long-term run?
• Is it affordable in terms of resources and time?
• Are there any risks?
• How will it affect others if I apply the solution?
Techniques which can be applied during evaluation
• Simulation – recreate, imitate or identify a similar situation elsewhere to see if the
solution will work.
• Experimentation – allows to try out the solution in your situation for a trial period
• Seeking advice – Ask for the objective judgement of the manager
Implement the selected alternative solution
Aspects of Implementation
1. Budget – The money and resources you need to apply
2. Timetable – Starting date, time intervals and proposed end date
3. Delegation – Which activities to assign to other people
4. Feedback – Response you want for evaluating the solution
5. Constant evaluation – Monitor whether the process is still on track
6. Possible Hiccups – How will you handle unexpected delays?
7. Adaptation – How you could adapt your decision to address minor problems
experienced during the implementation phase.
Follow up, evaluate and control the implemented decision
• Check to what extent the new situation reflects your original goals
• Ask for honest feedback
• Measure and compare aspects with previous data
• Handle minor difficulties that may arise
• Keep monitoring the effect of your decision
Ways to qualify implemented decisions
Optimum decisions Satisfactory decisions Suboptimum decisions
• Best possible solution • Acceptable situation • Unacceptable situation
• Most beneficial results • Reasonable results • Poor results
• Maximum Impact • Adequate impact • Negative impact
• Ideal outcomes • Suitable outcomes • Unsatisfactory outcomes
