PROBLEM SOLVING
Problems are only opportunities in work clothes. – Henry Kaiser (American industrialist)
STEPS IN PROBLEM SOLVING ANALYSIS
1. State 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.
2. Define the present level
The present state of affairs and situations should be clearly defined.
3. State the objectives
A manager should know where he is and where he wants to go. The difference is the
objective. Once the objectives are clearly and concretely defined working for them
becomes easier.
4. List the possible causes
Planner must know all the possible causes of the problem. Once the possible causes have
been determined its remedy can be adopted
5. Select the most likely cause
The planner should choose the most important and most likely cause of the problem so
that remedy can be determined accordingly.
6. List and analyze the alternative solutions
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.
7. Make decision/ select an alternative
Decision process includes the selection of best possible alternative course of action. Right
decision in the right time opens the venue for success.
8. Make an action plan
Implement action plan to address the root cause. Verify actions are completed.
9. Evaluate results
Collect data analyze your achieved goals.
10. Accept the credit graciously
GROUP DECISION MAKING
i. Brainstorming:
This technique involves a group of people, usually between five and ten, sitting around a table,
generating ideas in the form of free association. The primary focus is on generation of ideas
rather them on evaluation of ideas. If a large number of ideas can be generated, then it is likely
that there will be a unique and creative idea among them. All these ideas are written on the black
board with a piece of chalk so that everybody can see every idea and try to improve upon such
ideas.
Brainstorming technique is very effective when the problem is comparatively specific and can be
simply defined. A complex problem can be broken up into parts and each part can be taken
separately at a time.
i. Nominal Group Technique (NGT):
Nominal group technique is similar to brainstorming except that the approach is more structured.
Members form the group in name only and operate independently, generating ideas for solving
the problem on their own, in silence and in writing. Members do not interact with each other so
that strong personality domination is avoided. It encourages individual creativity.
The group coordinator either collects these written ideas or writes then on a large black board for
everyone to see or he asks each member to speak out and then he writes it on the black board as
he receives it.
These ideas are then discussed one by one in turn and each participant is encouraged to comment
on these ideas for the purpose of clarification and improvement. After all ideas are discussed,
they are evaluated for their merits and drawbacks and each participating member is required to
vote on each idea and assign it a rank on the basis of priority of each alternative solution. The
idea with the highest aggregate ranking is selected as the final solution to the problem.
iii. Delphi Technique:
This technique is the modification of the nominal group technique, except that it involves
obtaining the opinions of experts physically separated from each other and unknown to each
other. This insulates group members from the undue influence of others. Generally, the types of
problems handled by this technique are not specific in nature or related to a particular situation at
a given time. For example, the technique could be used to understand the problems that could be
created in the event of a war. The steps in the Delphi technique are:
1. The problem is identified and a sample of experts is selected. These experts are asked to
provide potential solutions through a series of carefully designed questionnaires.
2. Each expert completes and returns the initial questionnaire.
3. The results of the questionnaire are compiled at a central location and the central coordinator
prepares a second questionnaire based on the previous answers.
4. Each member receives a copy of the results along with the second questionnaire.
5. Members are asked to review the results and respond to the second questionnaire. The results
typically trigger new solutions or cause changes in the original position.
6. The process is repeated until a consensus is reached.
The process is very time consuming and is primarily useful in illuminating broad range, long
term complex issues such as future effects of energy shortages that might occur.
iv. Didactic interaction:
This technique is applicable only in certain situations, but is an excellent method when such a
situation exists. The type of problem should be such that it results in a yes-no solution. For
example, the decision may be to buy or not to buy, to merge or not to merge, to expand or not to
expand and so on. Such a decision requires an extensive and exhaustive discussion and
investigation since a wrong decision can have serious consequences.