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Precis On Problem Solving For Result

The document summarizes techniques for problem solving from a book. It discusses defining problems, types of problems, a problem solving process involving identifying, analyzing and solving problems, problem solving styles, levels of problem solving, creativity, and working in teams.

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jashijawabu
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6 views15 pages

Precis On Problem Solving For Result

The document summarizes techniques for problem solving from a book. It discusses defining problems, types of problems, a problem solving process involving identifying, analyzing and solving problems, problem solving styles, levels of problem solving, creativity, and working in teams.

Uploaded by

jashijawabu
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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PRECIS OF A BOOK ON PROBLEM


SOLVING FOR RESULTS
BY V NEWMAN
DATED 1995

BY
SP JC KARASIRA

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INTRODUCTION
A problem can be defined as;

 Performance deviation where something odd or


unexpected has occurred

 A difference which is the gap between where a company


is, where it wants to go

 Deviation is also the basis for defining problems

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INTRODUCTION CONT…
 Private companies, public institutions encounter problems
related to poor performance, poor management of personnel

 Problem-solvers tend to use shortcuts or experience instead of


using existing instruments put in place for problem-solving

 This precis will put some light on some techniques used in


solving problems

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AIM
 To introduce to the participants to a problem-solving
process using Victor Newman approach through his book
titled “Problem Solving for Results” with a view to
understanding its applicability in our daily professional life

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SCOPE
 Types of Problems
 Problem Solving Process
 Problem Solving Styles
 Levels of Problem Solving
 Creativity
 Working With Team
 Conclusion

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TYPES OF PROBLEMS

 Open Problem is one without ‘correct’ solution

 Closed Problem is one which can be precisely defined,


and has clear parameters and a ‘correct’ solution

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PROBLEM SOLVING PROCESS


 FOUNDATION
1. Identify Problem
2. Gather Data
3. Analyze Data

 GENERATION
4. Generate solution
5. Select solution
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PROBLEM SOLVING PROCESS CONT…


 EXECUTION
6. Plan
7. Test and Rehearsal
8. Action

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PROBLEM SOLVING SYLES


 The Coyote tends to go straight into planning. Once some
general awareness of a problem situation exists

 It develops a plan which translate into getting right in there


and into implementation

 The competitor tends to move past defining the problem


and launches into having ideas (stage 4). It involve imposing
solutions from an existing repertoire, irrespective of the
problem
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PROBLEM SOLVING SYLES CONT…


 The Eagle deliberately runs an iterative micro-cycle
around stages 1-3,

 Develops at least three solution for consideration


distinguishes solution into two types:
 Process or ‘how’ the solution will be conducted
 Novel ideas about ‘what’ could be done

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LEVEL OF PROBLEM SOLVING


 Mere Task

 symptom of a deeper problem

 Problem redefined and the real problem begins to have a life


of its own

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A QUESTION OF CREATIVITY

 Change ideas or create new ones

 Escaping from the old ideas and generation of the new ideas

 Putting in place new ways of formulating new combinations


of ideas

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WORKING WITH TEAM


 It is necessary for individuals to work together in groups
when:
 A problem requires expertise,
 Maximize the chance of having a solution accepted
(politics)
 The group owns the problem and its outputs, and will
have to implement a specific plan of action.

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CONCLUSION
 For efficient problem-solving, the problem-solver has to go
through all steps related to problem-solving from identification
of the problem up to action. He has to involve other people
including experts if necessary

 The problem-solver should avoid basing his decisions on


assumptions about what is acceptable or appropriate behavior in
the social aspect of the work situation. He/she should detach
him/her self from existing social clues and introduce new
opportunities
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Thank you for your kind


attention

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