N6 Communication (FET Colleges, South Africa) covers this module about problem solving. This is a summary of this module.

1. Mod 2: Problem solving and
decision making (Chapter
7), p.152-164
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2. 2

3. 7.1 Definitions
 Problem: a “doubtful or difficult question”. It can also
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be a situation where some relevant facts are known
and others are unknown.
 Problem solving: involves a procedure which
includes identifying matters that need to be
improved or changed, and making a series of
decisions aimed at improving or changing such
matters.
 Decision: is defined as the “settlement of a
question, formal judgement, making up one’s mind”.
 Decision making: a deliberate act of selection (or
choice) of an alternative from a set of competing
alternatives, in the hope that the chosen alternative
will accomplish certain goals.

4. 7.2 Interdependence of
concepts
 Problem solving and decision making – these two
concepts are interdependent.
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5. 7.3 Role of communication – factors
which contribute to sensible
decisions
N4: Can you remember? 1)Frame of reference 2)
Ability to reason logically 3) Personality 4) Emotions
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6. 7.3 Role of communication – factors
which contribute to sensible
decisions
Other factors:
1. Frame of reference: adequacy of available
information
2. Frame of reference and logical reasoning:
Intelligence, education and experience of the
decision-maker
3. Personality traits of the decision-maker
4. Personality:
insight and intuition of the decision maker
5. Emotional factors
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7. 7.4 Unpredictable and
uncontrollable factors
 Unexpected problems can develop into
opportunities in a completely unexpected and
uncontrolled manner.
 Correct decisions are sometimes made by mere
The demand on
coincidence
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personalised number
plates increased after
New York State
decided to charge an
additional levy on all
personalised vehicle
number plates.
Instead of decreasing
the amount of
plates, it created a
demand for these

8. 7.5 General decision making
process
1.
2.
3.
4.
5.
6.
7.
8.
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Identify and define the problem
Investigate the problem
Formulate the exact problem in writing
Develop alternative solutions
Evaluate the alternative solutions
Select the best alternative
Implement the selected alternative/selection
Evaluate and control the implemented decision

9. 7.6.1 Identifying and defining the
problem (p.155)
1. Acknowledge that a problem
exists;
symptoms include:




2.
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



Previous pattern of action or
performance is interrupted or
broken
Expectations are not realised
Complaints are received
Excessive rivalry could become
3. Investigate the problem
evident
 Collect and
Identify and define the problem analyse data
 Determine the origin of
Identify
problem, people involved, any
Location
contributing factors
Magnitude
 Determine true magnitude of
Timing
problem and influence on other

10. 7.6.2 Formulating the exact
problem in writing p.158
You gain the following when formulating the exact
problem in writing:
 It forces one to think about and formulate the
problem logically, objectively and systematically
 It helps one to understand the problem better
 It could serve as a framework for further action,
as well as a measure of control.
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11. 7.6.3 Developing alterative
solutions p. 158
Theoretical aspects
Applied to example
 Standard, obvious
 Ask the taxi company to
solution

 Creative solution

 Relying on expertise
 Drawing on past

solutions
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 Brainstorming session

change their schedule
Institute own shuttle service
Higher productivity would
neutralise cost of shuttle
service
Discussions with taxi owners 6
months ago led to temporary
solution
Allow employees to discover

12. 7.6.4 Evaluation of
alternative solutions p.159
Thorough investigation into each alternative solution that
has been proposed
 Proposed solution should enable the organisation to
realise its objectives.
 The proposed solution should be affordable, in terms of
the available 1) Financial resources 2) Manpower
resources
 The proposed solution should be acceptable to
 Those who would be affected by its implementation
 Those who are required to implement it
 Each alternative should be evaluated in terms of its
consequences for the organisation

12 Each alternative should be judged in terms of which
problem it would solve, as well as which further problem

13. 7.6.4 Evaluation of alternative
solutions p.159 (continued)
 The risk factor of each alternatives should be
considered
 The proposed solution should be an alternative which
could improve the current situation; not one which
would have worked in the past
Various techniques can be applied during the process of
evaluation:
 Experimentation
 Simulation
 Using
 Knowledge
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 Experience

14. 7.6.5 Selection of the best alternative
page 160
 List the alternative solutions in order of preference
 Take other factors into account:
 Non-measurable factors like company morale and
image
 Psychological factors like personality
 Social and cultural factors like community values and
religion
 It could also mean that a compromise between two or
more alternatives may have to be decided upon
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15. 7.6.6 Implementation of the
selected alternative/decision p.161
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A decision can only be effective if it leads to action.
Once selected the implementation procedure must
be explained. Employees may have to be
persuaded to accept it. Tasks and resources have
to be allocated and a means of monitoring it
determined. The following aspects must be
considered before implementing the decision:
 A realistic budget
 A realistic timetable
 Tasks should be delegated appropriately
 Regular feedback
 Means of detecting and

16. 7.6.7 Evaluation and control of the
implemented decision p.162
Evaluation required an objective judgement of the extent
to which the implementation of the decision has solved
the problem. The judgement can be based on:
 A set of objective, measurable goals (or standards)
 Subjective, non-measurable feedback
Decisions can be qualified into three categories
 Optimum decisions: lead to favourable results
(maximising results)
 Satisfactory decisions: minimum standard of satisfaction
(adequate, acceptable, passable and OK”
 Suboptimum: lead to undesirable outcomes. Their
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consequences affect the organisation and its employees

17. Notes
Although the judgement of a decision must be
objective, economic as well as non-economic
criteria should be taken into account during the
evaluation process. A business venture could be an
economic success, but become a major
responsibility which has a negative influence on
one’s personal life. In addition to profit, factors such
as personal satisfaction, absence of stress and
social good should all be considered when
evaluating a decision.
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