Problem

Solving
Process
DM 309 – Problem Solving & Decision
Making
Dr. Joyce A. Bodah

Ifugao State University

College of Advanced Education
Doctor of Philosophy in Management
Nayon, Lamut, Ifugao
Review: Topics and Insights
from Module 1
PSDM

Making Monkey Business

Topics – Module 1: Problem and Problem-Solving
Assignments:
*Reflections
*Application of Learning: Design Thinking Process
Learning Outcomes PSDM

At the end of this module, you will be able to:

1. Enumerate the different steps in problem solving process;
2. Adopt the different techniques or steps of problem solving in
resolving workplace problems.
PSDM
 The Problem and the Solution PSDM

To solve a problem:
- To produce solutions, choose the best out of the identified alternatives.

To find the ultimate solution:

- Produce a plan of action or strategy

It is not about finding the solution, but finding the right problem:
Video:
• https://rogerfirestien.com/tedx-solving-right-problem/
 Importance of Problem-Solving
Strategies
PSDM

1) Reduce anxiety and overall distress

2) More effective
3) Increase chances to find the right solution and
achieve better outcomes
4) Promote critical thinking, creativity, and
collaboration
 PSDM

Reduce Anxiety and Overall Distress

Having suitable strategies to solve the problem will
reduce stress.

More Effective
Having different people with different personalities
and aptitudes will give us several strategies to choose
from.
 PSDM

Increase Chances of Finding the Right Solution

Finding the right solution will achieve better results.
 Not all strategies may achieve goals for specific
situations.

Promote the 4Cs

Problem-solving strategies will make managers
exercise the 21st century skills: critical thinking,
creativity, collaboration and communication.
 The Problem-Solving Process PSDM

The Steps:
Serve as guide through the entire solution-discovery
journey.
 The strategies reinforce this sequential approach to
help managers make the most out of each step.
 The Problem-Solving Process PSDM

1. Defining and analyzing the problem

2. Generating alternative solutions
3. Evaluating and selecting an
alternative
4. Implementing and monitoring new
solutions
The Problem-Solving Process PSDM

Generating
Defining and alternative
analyzing the
problem solutions

Implementing and Evaluating and

monitoring new selecting an
solutions alternative
 1. Defining and Analyzing the
Problem
PSDM

• GOAL: To formulate the problem specifically and

determine the underlying cause/s.
• The symptoms of the problem are there but there is a
need to know what triggers the problem.
• To know the triggers, gather the necessary data by
using observational skills and talking to colleagues.
• Take caution in gathering information to ensure that
they are facts and not opinions.
 1. Defining and Analyzing the
Problem
PSDM

Collecting Data: Important in Defining the Problem

• The process of getting data from individual
stakeholders is important for breaking down a
problem into smaller key elements.
• This will help in the determination of the causes of a
problem.
• It will also help in generating more accurate solution
alternatives.
 1. Defining and Analyzing the
Problem
PSDM

Strategies and Tools:

• Fishbone Diagram
• Flowcharts
• Kipling Method
• Work Backward
• SWOT Analysis
 (a) Fishbone Diagram PSDM

• It is also called cause-and-effect diagram, Ishikawa

diagram
• It identifies many possible causes for an effect or problem.
• It can be used to structure a brainstorming session.
• It immediately sorts ideas into useful categories.

Source:
https://asq.org/quality-resources/fishbone#Use
Fishbone Diagram PSDM
 (b) Flowcharts PSDM

• Also called Decision Trees.

• It is a graphical representation used to break down
problem or process into smaller, manageable parts,
identify the root causes and outline a step-by-step
solution.
• This is for people who thinks in terms of step-by-sep
progression (linear thinkers).
• It helps in visually organizing information and showing
the relationships between various parts of the problem.
Flowcharts PSDM

Flowcharts are best

used to solve
problems or answer
questions that are
likely to come up
multiple times.

https://www.lucidchart.com/bl
og/how-to-create-a-problem-s
olving-flowchart
 (c) Kipling Method PSDM

• Also known as the 5W1H method.

• It is a systematic approach to problem-solving that emphasizes the
importance of asking the right questions.
• Named after English author Rudyard Kipling.
• This method involves a series of interrogative words that help delve deep
into a problem and uncover potential solutions.
• It is best applied in a specific order: start with “What”, to define the
problem, then move to “Why” to understand underlying causes, “Who” to
identify the stakeholders, “When” to consider the time, “Where” to
analyze the context, and the “How” to brainstorm solutions.
• By this method, complex problems can be broken down into manageable
components and gain a deeper understanding of the situation.
 Kipling Method PSDM

Who?
- Identify the individuals or groups involved in the
problem.
- Consider the stakeholders, decision-makers,
influencers, and those affected by or involved in the
issue.
- Understanding the people involved helps to gauge their
motivations, interests, and relationships and enables to
consider potential allies or opposition.
 Kipling Method PSDM

What?
- Define the issue clearly, identify its root causes, and
distinguish it from related or secondary problems.
When?
- Evaluate whether the problem is urgent, requires
immediate attention, and is a recurring or one-time
occurrence.
- Understanding the temporal dimension gives information
for priorities and allocate resources effectively.
 Kipling Method PSDM

Where?
- Directs attention to the spatial or contextual aspects of the problem.
- Analyze the physical or virtual environment in which the problem exists,
and to consider the geographic, cultural, or organizational constraints
that may impact potential solutions.
Why?
- Delve into the underlying reasons and motivations behind the problem.
- By understanding the underlying causes, strategies can be formulated to
address the root issues rather than merely treating symptoms.
- This helps unravel the complexities and interdependencies surrounding
a problem.
 Kipling Method PSDM

How?
- Guides in exploring the potential solutions and actions to
undertake to address the problem.
- It prompts brainstorming, planning and evaluating the practical
steps to achieve the desired outcome.
- It facilitates the development of an action-oriented mindset and
encourages creative problem-solving.

Source:
https://www.linkedin.com/pulse/kipling-method-asking-questions-alec-gardner-p5gac#:~:te
xt=The%20Kipling%20method%20comprises%20six,to%20the%20issue%20at%20hand
Kipling Method PSDM
 (d) Work Backwards PSDM

• Entails beginning with the end in mind and then structuring the steps
required to achieve it.
• This involves envisioning the desired outcome and systematically plotting
the reverse steps necessary to reach that outcome.
• It underscores the significance of clear, well-defined objectives as a precursor
to formulating the path leading up to them.
• In this method, individuals and units can align their efforts, resources, and
strategies in a manner that is directly linked to achieving intended results.
• Applicable in corporate settings, personal development, project
management, and various aspects of problem-solving.

Source: https://www.larksuite.com/en_us/topics/productivity-glossary/working-backwards
 (e) SWOT Analysis PSDM

• A technique used to identify strengths,

weaknesses, opportunities, and threats.
• Most widely used by organizations.
• Involves carefully assessing these four factors in
order to make clear and effective plans.
• It helps in challenging risky assumptions, uncover
dangerous blindspots, and reveal new insights.
• Most effective when done collaboratively.
The Problem-Solving Process PSDM

Generating
Defining and alternative
analyzing the
problem solutions

Implementing and Evaluating and

monitoring new selecting an
solutions alternative
 2. Generating alternative
solutions.
PSDM

• Focus on the solutions alone. Evaluate

them later.
• The alternatives to be produced should be
consistent with your organizational goals,
regardless of whether they’re short or long
term.
 2. Generating alternative
solutions.
PSDM

Strategies and Tools:

• Mind mapping
• Brainstorming
• What-if scenarios
• Divide and conquer
• Means-end analysis
 (a) Mind mapping PSDM

• It helps to visually brainstorm and collect ideas

without a strict organization or structure.
 (b) Brainstorming PSDM

• The problem being faced is not necessarily

a problem by only one person. The team or the
other managers can provide valuable hints or
help with various solutions. Consequently, the
more people gathered to help solve a problem,
the more potential solutions there are to
produce together.
• The brainstorming strategy not only helps
overcome critical challenges, but also
stimulates creativity and encourages
collaboration among colleagues.
 (d) What-if scenarios PSDM

- What-if scenarios can help in seeing viable

options, defining and meeting deadlines and
goals, and navigating through each project
change as it happens.
- This way, you can make more informed decisions
and predict their consequences more accurately.
- And although project management will always
carry some degree of uncertainty, you can make
the future of your project more predictable.
 (d) Divide and conquer PSDM

- This problem-solving strategy is about

breaking down large complex problems
(“divide”) into a set of smaller, more
manageable subproblems that are similar to
the original problem.
- You look into each subproblem individually
and try to solve it one by one (“conquer”).
- Then, you merge those solutions back into
one in order to create a solution to the
original, larger problem (“combine”).
(d) Divide and conquer PSDM
 (f) Means-end analysis PSDM

• An early form of Gap Analysis.

• Means-end analysis is a problem-solving strategy where you
consider the obstacles standing between the problem state and
the end-result (solution) state.

How to Use the Tool:

• First look at the initial state (where who you are in right now).
• Picture your desired state: the state you want to be in once you’ve
solved the problem or completed the project.
• Make a list of obstacles towards attaining the desired state. Create
sub-goals that will guide you in overcoming all those obstacles.
• Take action on your analysis.
The Problem-Solving Process PSDM

Generating
Defining and alternative
analyzing the
problem solutions

Implementing and Evaluating and

monitoring new selecting an
solutions alternative
 3. Evaluating and selecting an
alternative
PSDM

• Pick the best alternative after listing potential solutions

for the organizational problems.
• Evaluate them without bias.
• Which of them are relative to the goals you
established, and which are most likely to produce the
desired results?
• When selecting the alternative, consider all
organizational constraints and the consequences it
may bring forth.
 3. Evaluating and selecting an
alternative
PSDM

Strategies and Tools:

• Brainstorming
• Decision Matrix analysis
– A tool used to evaluate different options or alternatives. It is
also called criteria rating form, decision grid, grid analysis, etc.
- Steps:
1) List the options
2) Determine the criteria
3) Weigh the criteria
4) Score the options
The Problem-Solving Process PSDM

Generating
Defining and alternative
analyzing the
problem solutions

Implementing and Evaluating and

monitoring new selecting an
solutions alternative
 4. Implementing and monitoring
new solutions
PSDM

Things to Consider:
• Take the time to collect feedback from those affected by
the solution, and seek their acceptance.
• What if the solution fails to produce the expected
results? What if you encounter new challenges that will
require you to change your original approach? In such
a case, you’ll need to reassess the changes, then follow
the problem-solving process steps (again) to create a new
list of solutions, or to update the existing one.
 4. Implementing and monitoring
new solutions
PSDM

Strategies and Tools:

• Trial and Error – test the solution
References PSDM

Sienkiewicz, A. (2023 July 28). Figure it out: 9 problem-solving

strategies for managers. Downloaded from
https://bigpicture.one/blog/problem-solving-strategies/

Indeed (2023 October 14). What is a Decision Matrix? Downloaded

from
https://www.indeed.com/career-advice/career-development/decision-
matrix
 Activity Today PSDM

WORKSHOP (GROUP) – 1 hour

 Identify a complex problem in the society/organization.
 Analyze the problem using any appropriate tool of your choice. Assume
that you are a team assigned by your top management to do a problem-
solving analysis and come up with alternative solutions to the problem.
Assign to each member of the group roles of different key stakeholders
that you identify.
You are required to present your output to the top management.
 Assignments PSDM

REFLECTIONS JOURNAL: (What new insights did you learn today? Why is it
important to you? How will you apply it in your work/life?)
ESSAY: Share how your organization solves a certain complex problem. Discuss
the principles or tools applied in the process. (1-2 pages only)
REPORT for Next Meeting:
 Prepare to report the studies below. When you report, assume that you are the
researcher and you will present your study in front of evaluators. Your report slides
should contain 10-15 slides and you will report for 5-10 minutes.
Team 1: A Theoretical Approach to Effective Decision Making.-Julio, Arniel
https://www.scirp.org/journal/paperinformation?paperid=100896
 Team 2: The Importance of Decision Making.- Jojo, Christian
https://www.tojqi.net/index.php/journal/article/download/8938/6374/9571
Team 3: Determinants of the Decision-Making Process.- James, Andres
 Chapter 2 - The
Decision
Making Process
DM 309 – Problem Solving and Decision
Making

PSDM

Ifugao State University

College of Advanced Education
Doctor of Philosophy in Management
Nayon, Lamut, Ifugao