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Monday Seminar
Problem Solving
We cannot solve our
problems with the
same thinking we used
to create them
What is problem solving?
 Part of a larger problem process that includes problem finding and problem shaping
Barriers to problem solving?
 “He who asks a question may be a fool for 5 minutes, but he who never asks a
question may be a fool forever”
 Failure to recognize the problem
 Conceiving the problem too narrowly
 Making a hasty choice
 Failure to consider all consequences
 Failure to consider feasibility of the solution
Problem solving tools
 Decision-making technique, delevoped by Kurt Lewin
 Analyzing the forces for and against a change
 Helping to communicate the reasoning behind a decision
+ Possible to strengthen the forces supporting change
and to weaken those against it
Force field analysis
Problem solving tools
Force field analysis
1. List all of the factors (forces)
FOR
2. And all factors AGAINST
decision or change.
3. Score each factor based on
its influence,
4. Add up the scores for and
against change to find out
which of these wins.
Problem solving tools
Force field analysis
Problem solving tools
Force field analysis
What can you do?
• Train staff ("Cost" +1) to minimize the fear of
technology ("Staff uncomfortable with new
technology" -2).
• Show staff that change is necessary for
business survival (new force that supports the
change, +2).
• Show staff that new machines would introduce
variety and interest to their jobs (new force
that supports the change, +1).
• Raise wages to reflect new productivity ("Cost"
+1, "Loss of overtime" -2).
• Install slightly different machines with filters
that eliminate pollution ("Impact on
environment" -1).
 From 11:10 (against the plan) to 13:8 (in favour
of the plan).
Problem solving tools
Force field analysis
Tip 1:
Some factors – such as those affecting people's health and
safety – don't fit well with this approach. Make sure that you
deal with these appropriately, whatever the outcome of your
analysis.
Tip 2:
Bear in mind that while Force Field Analysis helps you
understand the impact of different factors on your decision
or change, it can be quite subjective.
Tip 3:
Don't underestimate how much work a Force Field Analysis
can involve.
Problem solving tools
 Developed by Edward De Bono
 Used to look at decisions from a number of important perspectives. This
forces you to move outside your habitual thinking style.
 Advantages:
 Role-playing
 Encouraging creative, parallel and lateral thinking
 Improving communication
 Avoiding debate
 No egos allowed!
6 thinking hats
Problem solving tools
6 thinking hats
Problem solving tools
6 thinking hats
Gathering new ideas:
Problem solving tools
6 thinking hats
Deciding upon an existing idea:
And now let’s practice!

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Peak Com Monday Seminar on problem solving

  • 2. We cannot solve our problems with the same thinking we used to create them
  • 3. What is problem solving?  Part of a larger problem process that includes problem finding and problem shaping
  • 4. Barriers to problem solving?  “He who asks a question may be a fool for 5 minutes, but he who never asks a question may be a fool forever”  Failure to recognize the problem  Conceiving the problem too narrowly  Making a hasty choice  Failure to consider all consequences  Failure to consider feasibility of the solution
  • 5. Problem solving tools  Decision-making technique, delevoped by Kurt Lewin  Analyzing the forces for and against a change  Helping to communicate the reasoning behind a decision + Possible to strengthen the forces supporting change and to weaken those against it Force field analysis
  • 6. Problem solving tools Force field analysis 1. List all of the factors (forces) FOR 2. And all factors AGAINST decision or change. 3. Score each factor based on its influence, 4. Add up the scores for and against change to find out which of these wins.
  • 8. Problem solving tools Force field analysis What can you do? • Train staff ("Cost" +1) to minimize the fear of technology ("Staff uncomfortable with new technology" -2). • Show staff that change is necessary for business survival (new force that supports the change, +2). • Show staff that new machines would introduce variety and interest to their jobs (new force that supports the change, +1). • Raise wages to reflect new productivity ("Cost" +1, "Loss of overtime" -2). • Install slightly different machines with filters that eliminate pollution ("Impact on environment" -1).  From 11:10 (against the plan) to 13:8 (in favour of the plan).
  • 9. Problem solving tools Force field analysis Tip 1: Some factors – such as those affecting people's health and safety – don't fit well with this approach. Make sure that you deal with these appropriately, whatever the outcome of your analysis. Tip 2: Bear in mind that while Force Field Analysis helps you understand the impact of different factors on your decision or change, it can be quite subjective. Tip 3: Don't underestimate how much work a Force Field Analysis can involve.
  • 10. Problem solving tools  Developed by Edward De Bono  Used to look at decisions from a number of important perspectives. This forces you to move outside your habitual thinking style.  Advantages:  Role-playing  Encouraging creative, parallel and lateral thinking  Improving communication  Avoiding debate  No egos allowed! 6 thinking hats
  • 11. Problem solving tools 6 thinking hats
  • 12. Problem solving tools 6 thinking hats Gathering new ideas:
  • 13. Problem solving tools 6 thinking hats Deciding upon an existing idea:
  • 14. And now let’s practice!

Editor's Notes

  1. What is the problem?What are the alternatives?What are the advantages/disadvantages of eachalternative?What is the solution? How well is the solution working?
  2. Many successful people think from a very rational, positive viewpoint. This is part of the reason that they are successful. Often, though, they may fail to look at a problem from an emotional, intuitive, creative or negative viewpoint. This can mean that they underestimate resistance to plans, fail to make creative leaps and do not make essential contingency plans.Similarly, pessimists may be excessively defensive, and more emotional people may fail to look at decisions calmly and rationally.If you look at a problem with the 'Six Thinking Hats' technique, then you will solve it using all approaches. Your decisions and plans will mix ambition, skill in execution, public sensitivity, creativity and good contingency planning
  3. Wit: facts & figures, gegevens, informatieRood: niet nodig om die gevoelens te verantwoordenZwart: kritisch nadenken- wat zijn de zwakke punten?Geel: wat zijn de voordelen?Groen; alternatieven, voorstellen, suggesties, creatieve ideeënBlauw: samenvatting, organisatie, next stepsn vraagt of er andere hoeden nodig zijn, vraagt om conclusie, beslissing…