Problem solving

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Problem solving

  1. 1. Problem Solving
  2. 2. Overview  Problem solving is an information-based search activity  Getting out from where you are ( Current state) to where you want ( Desired state)
  3. 3. Identifying Problems  Analyzing Environment  Recognizing the Problems  Identifying the Problems
  4. 4. Analyzing Environment …  Gathering information gained  To respond to problems/opportunities.  Constantly both internal and external organizational environments
  5. 5. Analyzing Environment …  Search Where?  Search What?
  6. 6. Recognizing the Problems  A problem is exist before you take advantage of it.  It is all from gathered information that a company did in analyzing environment.
  7. 7. Identifying the Problem …  Define the problem - What happened or will happen? - Where did it or will it have an impact? - Where did it or will it have an impact?
  8. 8. Identifying the Problem …  Defining complex problems Break it down to 1-7 steps  Verifying your understanding of the problems Great deal to verify your problem analysis for conferring with a peer or someone else
  9. 9. Identifying the Problem …  Prioritize the problems  Understand your role in the problem:
  10. 10. Identifying the Problem  Look at potential causes for the problem One reason a problem is a problem because there is uncertainty regarding the action to take
  11. 11. Problem Solving Techniques  Brainstorming  Decision Making  Focus Group  SWOT
  12. 12. Brainstorming What issues can be solved by brainstorming ?
  13. 13. The Rules of Brainstorming:  No criticism or judgment  Be free to express  The quantity and not the quality  Ideas are recorded  Evaluated after a lapse of time
  14. 14. Benefits of Brainstorming  Solutions can be found rapidly and economically  Results and ways of problem-solving that are new and unexpected  A wider picture of the problem or issue can be obtained  The atmosphere within the team is more open
  15. 15.  The team shares responsibility for the problem  Responsibility for the outcome is shared  The implementation process is facilitated by the fact that staff shared in the  decision-making process
  16. 16. Using the mind mapping systems further enhances the brain writing method
  17. 17. General Decision Process
  18. 18. Organizational Decision - Making  Programmed Decisions  Non Programmed Decisions
  19. 19. Models Decision - Making  Rational Model : - Identify the problem - Generate alternative solutions - Evaluate and choose among alternative solutions - Implement and monitor the solution
  20. 20.  Information and uncertainty  Managerial abilities  Preferences and values  The Carnegie Model Satisficing  Bounded rationality
  21. 21. SWOT
  22. 22. Focus Group in Organizations
  23. 23. What Focus Groups Can Do ?  Create and discuss new ideas  React to specific concepts  Galvanize participation and support
  24. 24. What Focus Groups Can’t Do ?  Be your sole research methodology  Replace relationship building
  25. 25. Advantages  Participants can react to and build on the responses of other group members  Focus groups allow the researcher to interact directly  They allow for the collection of rich data in participants own words
  26. 26. Disadvantages  The small number of respondents limit generalisation to the wider population  Results may be biased by particularly strong group members  The open-ended nature of responses may make interpreting results difficult
  27. 27. SURVIVING STRATEGIES
  28. 28. References  http://www.emacassessments.com/organizational-probl8:35 PM  http://www.scribd.com/doc/34884397/101-Creative-Problem-Solving-Techniqu  http://www.preciousheart.net/chaplaincy/Auditor_Manual/9probslv.pdfwww.pr  http://www.unido.org/fileadmin/import/16953_Brainstorming.pdfwww.unido. org

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