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Objective and Problem Finding Techniques

This document outlines various techniques for objective finding, fact finding, and problem finding/definition. It discusses SWOT analysis for objective finding and using the 5 Ws and H to establish facts. For problem finding, it describes redefinition approaches like laddering, goal orientation, boundary examination, progressive abstractions, and the "why method". It also discusses analytical methods like decomposable matrices and cause-and-effect diagrams.

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gh_kaly
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75 views13 pages

Objective and Problem Finding Techniques

This document outlines various techniques for objective finding, fact finding, and problem finding/definition. It discusses SWOT analysis for objective finding and using the 5 Ws and H to establish facts. For problem finding, it describes redefinition approaches like laddering, goal orientation, boundary examination, progressive abstractions, and the "why method". It also discusses analytical methods like decomposable matrices and cause-and-effect diagrams.

Uploaded by

gh_kaly
Copyright
© Attribution Non-Commercial (BY-NC)
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

Chapter 4 Objective Finding,

Fact Finding, and Problem


Finding/Definition
 Objective finding
 SWOT analysis
 Fact finding
 Who, what, where, when, why, how?
 Dimensional analysis
 Problem finding
 Redefinition approaches
 Analytical methods
Prof. Tony Proctor 1
Make use of
current and
past
experience Compare
performance
Scan the with
environment desirtable
for problems levels and
what others Use a variety
Ascertain are achieving of
Undertake
people's Identify redefinitional
SWOT
major objectives techniques:
analysis
concerns e.g.
laddering,
boundary
examination,
gola
Ask Who? orientation, 5
Scan
Establish What? W's and H's,
documents,
facts Where? Progressive
reports and
relating to When? and abstarctions,
attend
the problem Why? Why method,
meetings
questions etc.

Consider using
analytical
Obtain
techniques -
different
such as:
perspectives Define /
decomposable
on the redefine the
matrices,
problem problem
dimensional
through
analysis, cause
redefinition
and effect
diagrams, etc.

Prof. Tony Proctor 2


Identify
strengths,
Weaknesses,
Opportunities
and Threats

OBJECTIVE Construct

FINDING
matrix and
enters
SWOT

Take
combinations
of Strengths,
Weaknesses
Opportunities
and Threats
to identify
objectives and
enter on the
matrix
Prof. Tony Proctor 3
FACT FINDING

 State the problem as ‘In What Ways Might..


(IWWM)
 Record relevant Who? Why? What? When?
How?
 Use Answers to create redefinitions
 Select the best redefinitions

Prof. Tony Proctor 4


DIMENSIONAL ANALYSIS
Write down
different
Answer listed
State the problem descriptions of
questions
the problem as
questions

Consider
Select areas most
implications of
relevant to the
answers given for
problem for
solving the
further analysis
problem

Prof. Tony Proctor 5


PROBLEM FINDING
 Redefinition approaches
 Laddering
 Goal orientation
 Boundary examination
 Progressive abstractions
 ‘Why’ method
 Analytical methods
 Decomposable matrices
 Cause and effect diagrams

Prof. Tony Proctor 6


LADDERING

U s e q u e s tio n
S t a t e p r o b le m i n W h y ? to m o v e u p C o n s id e r v a r i o u s
te rm s o f H o w t h e la d d e r a n d r e d e f in i t io n s f o r
to .... H o w ? to m o v e th e ir u s e fu ln e s s .
d o w n th e la d d e r .

Prof. Tony Proctor 7


GOAL ORIENTATION
G eneral out line of
t he problem

W hat are t he
needs, obst acles
and const rains

Redef ine original


problem

Prof. Tony Proctor 8


BOUNDARY EXAMINATION

Wri te out probl em

Hi ghl i ght k ey
words /phras es

Identi fy i mportant
c onnotati ons

Sugges t new
defi ni ti ons

Prof. Tony Proctor 9


PROGRESSIVE ABSTRACTIONS

Repeat process
Use to develop until redefinition is
Identify the
new problem inappropriate to
essential problem
definition needs of the
situation

Prof. Tony Proctor 10


WHY METHOD

Repeat the
Ask why one
Redefine answer process until the
Specify the should do
given as new redefinitions are
problem whatever the
problem no longer
problem states
appropriate

Prof. Tony Proctor 11


DECOMPOSABLE MATRICES
Construct matrix
Use a problem List major
of subsystems
that has subsystems and
and their
subsystems components
components

Using a scale
Select the highest
weight the
weighted
interaction
interactions for
between the
further analysis or
subsystem
ideation
components

Prof. Tony Proctor 12


CAUSE AND EFFECT DIAGRAM
Staff morale is repeat sales are
low falling

Absenteeism is Orders are late in


Work is boring
high delivery

Work is repetitive Productivity is low

Prof. Tony Proctor 13

Common questions

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In boundary examination, distinguishing between needs and constraints is crucial as it helps in setting the scope and limitations of a problem. Needs represent objectives or desired outcomes, while constraints indicate the limits within which solutions must be developed. Accurately identifying these elements ensures realistic and achievable problem redefinitions, thereby guiding effective strategy formulation.

Progressive abstractions benefit problem redefinition by enabling thinkers to gradually shift from specific issues to more abstract, generalized considerations. This method allows the exploration of broader problem contexts and the discovery of underlying structures or themes, thus facilitating innovative and creative solutions that might not be evident at a more detailed level.

Dimensional analysis aids in problem-solving by encouraging a systematic exploration of the problem dimensions. It involves writing down different descriptions of the problem as questions and considering the implications of their answers. By selecting the most relevant areas for further analysis, dimensional analysis facilitates a focused approach, allowing decision-makers to delve deeply into specific problem aspects and devise effective solutions tailored to those dimensions.

Decomposable matrices function by listing the major subsystems and components of a problem, constructing a matrix to represent their interactions, and using a scale to weigh these interactions. By selecting the highest weighted interactions for further analysis or ideation, decomposable matrices allow a focused examination of critical subsystem components, helping identify key leverage points for intervention.

The 'laddering' approach involves stating the problem in terms of 'How to...' and using the question 'Why?' to move up the ladder or 'How?' to move down the ladder. This systematic questioning helps in breaking down the problem into its fundamental components or expanding it to consider broader objectives. By considering various redefinitions during the laddering process, it becomes possible to uncover new insights and perspectives that are crucial for effective problem redefinition.

The '5W's and H's' technique stands for 'Who, What, Where, When, Why, and How' and is significant in problem fact-finding as it helps to comprehensively capture the details surrounding a problem. By methodically addressing each aspect, this technique ensures that all critical dimensions of the problem are explored, leading to a thorough understanding and laying the foundation for effective problem-solving and decision-making processes.

SWOT analysis helps identify the internal and external factors that are favorable or unfavorable for achieving objectives, which is crucial in the objective finding process. By constructing a matrix and entering strengths, weaknesses, opportunities, and threats, one can take various combinations to identify key objectives. This informs decision-makers about the current situation and possible future directions, thus playing a pivotal role in strategic planning and problem solving.

Scanning the environment for problems is important in the objective finding process as it helps identify emerging issues or opportunities that could influence an organization's goals. By being proactive in recognizing these factors, an organization can adapt its strategies to better meet its objectives, making it competitive and agile in a dynamic market. This step ensures that strategic planning is both relevant and forward-looking.

Asking 'Why?' repeatedly helps in problem redefinition by driving deeper into the underlying causes of a problem. This technique, known as the 'Why Method', encourages a thorough examination of each layer of issues, leading to a better understanding of root causes rather than merely addressing symptoms. This iterative questioning approach often uncovers fundamental insights that can dramatically alter problem perception and resolution strategies.

A cause and effect diagram, also known as a fishbone diagram, contributes to identifying problem areas by visually mapping out all potential causes of a problem within an organization. By categorizing issues like high absenteeism, low productivity, or low staff morale, it allows managers to pinpoint critical areas. This systematic visualization helps in understanding complex problems, revealing underlying reasons, and forming strategies for improvement.

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