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Decision Making & problem solving Faisal 127 MMC
- 1. 1 Decision Making & Problem Solving Strategies "And consult them in the affair. Then when you have taken a decision, put your trust in Allah." (Quran 3:159)
- 2. 2 Decision Making Decision Making & Problem Solving Strategies There was a man who had three girlfriends, but he did not know which one to marry. He was facing with problem of Decision Making, he comes up with Problem Solving Strategy. He gave each one $5000 and see how each of them spent it.
- 3. 3 Decision Making Decision Making & Problem Solving Strategies The first one went out and got a total makeover with the money. She got new clothes, a new hairdo, manicure, pedicure, the works, and tells the man, "I spent the money so I could look pretty for you because I love you so much." First one
- 4. 4 Decision Making Decision Making & Problem Solving Strategies The second one went out and bought new golf clubs, a CD player, a Led TV, Mobile and a stereo and gave them to the man. She said, "I bought these gifts for you with the money because I love you so much." Second one
- 5. 5 Decision Making Decision Making & Problem Solving Strategies The third one takes the $5000 and invests it in the stock market, doubles her investment, returns the $5000 to the man and reinvests the rest. She says, "I am investing the rest of the money for our future because I love you so much." Third one
- 6. 6 Decision Making Decision Making & Problem Solving Strategies The man thought long and hard about how each of the women spent the money and at last reached the conclusion. What do you think he chose?
- 7. 7 Decision Making & Problem Solving Strategies Decision Making & Problem Solving Strategies Book Review Lecture Presented By Mr. Faisal Rehman Dy. Dir (PSA) GBHP 127th MMC By John Adair
- 8. 8 About the Author John Adair 1 2 Decision Making & Problem Solving Strategies 40 Books to his credit 3 UK's foremost authority on leadership and advisor on international leadership development
- 9. 9 About the Book Decision Making 1 2 Decision Making & Problem Solving Strategies Sharpen Creative thinking Skills 3 Key Problem Solving Strategies You will learn Thinking 2010
- 10. 10 What is Thinking? Thinking Decision Making & Problem Solving Strategies Brain Mind Memory (Stores Information) What it can do Can Mentally retard person reach home
- 11. 11 9 Dot Problem Decision Making & Problem Solving Strategies 1 2 3 4 5 6 8 9 Connect up the dots by four straight consecutive lines, without taking your pen or pencil off the paper Connect up the dots by four straight consecutive lines, without taking your pen or pencil off the paper video 7
- 12. 12 9 Dot Problem Solution Decision Making & Problem Solving Strategies 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9
- 13. 13 9 Dot Problem best Solution Decision Making & Problem Solving Strategies 1 2 3 4 5 6 7 8 9
- 14. 14 What can be inferred Decision Making & Problem Solving Strategies Description There are two houses sitting next to each other on a neighborhood street, as depicted in the picture. Each house's owner is of a different nationality. Each house has different colored walls. None of the houses share any of these variables—nationality, wall color. The Indian lives in the first house. The Pakistani lives adjacent to the house with blue walls. The Pakistani house wall color is grey The Indian house wall color is blue 1 2
- 15. 15 Functions of the mind Decision Making & Problem Solving Strategies Analysing 1 2 Valuing 3 Synthesising This is also denoted as ‘critical evaluation’, often used to emphasis the depth of evaluation required. You will be required to present and defend opinions by making judgments about information Reverse of Analysing Compile information together in a different way by combining elements in a new pattern Examine and break information into parts. You go to particulars from general
- 16. 16 Functions of the mind Decision Making & Problem Solving Strategies Analysing Synthesis Evalution Analysing Synthesising Valuing Thinking
- 17. 17 Functions of the mind Decision Making & Problem Solving Strategies
- 18. 18 Depth Mind Decision Making & Problem Solving Strategies Conscious Mind Subconscious Mind
- 19. 19 The art of effective decision making Decision 1 Decision Making & Problem Solving Strategies Small / Big Short / Long Term Effect 2
- 20. 20 Decision Making 05 No Steps Decision Making & Problem Solving Strategies Step 1 Step 2 Step 3 Step 4 Step 5 Define the objective Collect Relevant Information Generate Feasible Option Make the Decision Implement & Evaluation
- 21. 21 Decision Making Step-1 1 2 Decision Making & Problem Solving Strategies As the proverb says, If you do not know what port you are heading for, any wind is the right wind. Define the objective 1) Fast Processor 2) High Battery Timing 3) Normal Camera 12 MP
- 22. 22 Decision Making Step-2 1 2 Decision Making & Problem Solving Strategies Collect Relevant Information Information required vs. Information available
- 23. 23 Decision Making Step-2 Decision Making & Problem Solving Strategies Samsung 1) A21 2) Galaxy 10 3) Galaxy 20 Huawei 1) P30 2) Nova 8 3) Y9 Oppo 1) A13 2) F15 3) A93 IPhone 1) 11 Pro 2) 12 Pro 1) Fast Processor 2) High Battery Timing 3) Normal Camera 12 MP Information Required Information Available
- 24. 24 Decision Making Step-3 1 2 Decision Making & Problem Solving Strategies Generate feasible options Possible options Feasible Options 1. Samsung Galaxy 20 2. Oppo A23
- 25. 25 Decision Making Step-4 1 2 Decision Making & Problem Solving Strategies Make the decision Assessing consequences
- 26. 26 Decision Making Step-5 Implement 1 Decision Making & Problem Solving Strategies
- 27. 27 Problem Solving Strategies 1 2 Decision Making & Problem Solving Strategies Analogies Brain Storming 3 Trial & Error ?
- 28. 28 Conclusion Decision Making & Problem Solving Strategies Decision Making Sharpen Creative thinking Skills Key Problem Solving Strategies Thinking Precursor
- 29. 29 Decision Making & Problem Solving Strategies
Editor's Notes
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- The book has been written by a famous wrier John Adair John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- These overlap considerably but they can be distinguished. Decision making is about deciding what action to take; it usually involves choice between options. The object of problem solving is usually a solution, answer or conclusion. The outcome of creative thinking, by contrast, is new ideas.
- Ashraful makhloqat Examine ponder, conider, reason, the process of using your mind to understand matters, make judgments, and solve problems. In thinking you use your mind. Thinking is behind problem solving and decision making. We are called homo sapiens on account of our minds. The human capacity to exercise the mind – the activity we call thinking – is truly remarkable. Yet few of us use our minds to anything near their full capacity One further word. Forget the idea that thinking is somehow a painful and laborious feeling in the mind, a kind of headache that is best avoided if possible. Thinking is fun. By fun here I do not really mean a diversion that affords enjoyment. For the word also means an activity that engages one’s interest or imagination, an activity that may prove to be more than a diversion and may involve challenge and hard work but is still a source of enjoyment. If you come to love thinking for yourself you will learn naturally to do it well. As Roy Thompson, one of the greatest businessmen of our time, once said, ‘If I have any advice to pass on, as a successful man, it is this: if one wants to be successful, one must think; one must think until it hurts.’ He added that, ‘From my close observation, I can say that there are few people indeed who are prepared to perform this arduous and tiring work.’ Are you one of them? professional knowledge invariably involve the activities of decision making and problem solving. A doctor, for example, is problem solving when he or she tries to diagnose the cause of your weak left leg. Indeed, decision making and problem solving are so bound up with particular kinds of 1 Your mind at work 4 Decision Making and Problem Solving Strategies information or knowledge
- Normally solved in 3 mnts Mobile pattern
- Normally solved in 3 mnts Mobile pattern
- Normally solved in 3 mnts Mobile pattern
- Thinking is to regard or examine in the mind, to reflect or to ponder. As we experience it, thinking is a single stream of consciousness. But we can discern three interweaving currents in thinking to some purpose: analysing, synthesising and valuing Anlysis is the ability to take things – material and non-material – to bits, to separate them into their component parts. It is related, but not identical, to logical or step-by-step thinking. • Synthesising is the reverse process of putting things together to form a whole. When the resultant whole is formed from parts previously thought to be unconnected, when it looks new and has real value, then synthesising has become creative Valuing, the third main function in purposive thinking, is self-explanatory. Even in the strictest schools of science or logic, it is impossible to exclude value. We are all valuing creatures; our actual values are largely shaped by our cultural experience. Of course, by helping us to escape out of the cultural box of our particular lives we encounter more universal values: goodness, truth and beauty.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- Bathroom example These functions – analysing, synthesising and valuing – can do their work at the unconscious level I have called the Depth Mind. Indeed, where complex decisions have to be made, problems solved or truly creative products involved, the Depth Mind is a vital dimension in the effective use of your mind.
- a conclusion or resolution reached after consideration. Aik taraf os ka ghar, aik taraf mai kada Yo sarak day gulistan, bara lara da zandan
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- Once I visited one of my friend who was in major in ISI . I saw that his room walls , doors has all those papers stuck and some thing was written on them In order to remind. When taking oat, sometime u take oat again to remind yourself.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- Suppose you are choosing between five medium-sized estate cars for your family. It is easy to eliminate the unsuitable ones. As you work on it, for example, you may discover that one of the cars is 9 inches longer than the others, which will cause you a problem given the size of your garage. As for a second car, on studying the specifications you cannot see why it is £1,200 more expensive than the rest.
- Suppose you are choosing between five medium-sized estate cars for your family. It is easy to eliminate the unsuitable ones. As you work on it, for example, you may discover that one of the cars is 9 inches longer than the others, which will cause you a problem given the size of your garage. As for a second car, on studying the specifications you cannot see why it is £1,200 more expensive than the rest. Wooden hammer a judge slams down on his desk
- John Adair is now widely regarded as the world’s leading authority on leadership and leadership development. The author of 40 books on the subject, he has been named as one of the 40 people worldwide who have contributed most to the development of management thought and practice.
- What is a problem? A ‘problem’ is literally ‘something thrown in front of you’. Another of those Greek words by origin, it is related to ‘ballistics’. Originally what was thrown or put in front of one by the Greek teachers was the sort of puzzle or question that you encountered in the first chapter: ‘The nine dots’, The six matchsticks’ and ‘Who owns the zebra?’ (Incidentally, has your Depth Mind come up with solutions – or extra solutions – to the first two yet?) 4 Key problem-solving strategies. You will notice that in problems like these, all the elements of the solution are already there. All that you have to do is arrange or rearrange what has been given. In that sense, a problem is a solution in disguise. Remember that a problem properly defined is a problem half-solved.
- The more you share decisions the higher the quality of the decision is likely to be. Moreover, the more that people share decisions which directly affect their working life, the more they tend to be motivated to implement them. Yet the exigency of the situation – shortage of time and the crisis factor – sometimes restricts the scope for sharing. And you also have to remember that the more you share a decision the less control you have over the resulting decision’s quality and direction. So you need judgement here.
- The more you share decisions the higher the quality of the decision is likely to be. Moreover, the more that people share decisions which directly affect their working life, the more they tend to be motivated to implement them. Yet the exigency of the situation – shortage of time and the crisis factor – sometimes restricts the scope for sharing. And you also have to remember that the more you share a decision the less control you have over the resulting decision’s quality and direction. So you need judgement here.