Problem solving and stress management

Ask problems as questions
 When you rephrase problems and challenges as
open-ended questions with multiple possibilities, it's
easier to come up with solutions.
 Asking these types of questions generates lots of rich
information, while asking closed questions tends to
elicit short answers, such as confirmations or
disagreements.
 Problem statements tend to generate limited
responses, or none at all.

The seven step problem solving
technique
1. Finding the right problem to solve
2. Defining the problem
3. Analysing the problem
4. Developing possibilities
5. Selecting the best solution
6. Implementing
7. Evaluating and learning

Core Principles of Creative
Problem Solving
 Divergent and convergent thinking must be
balanced.
 The key to creativity is learning how to identify and
balance divergent and convergent thinking (done
separately), and knowing when to practice each one.

Clarify
 Explore the Vision
 Gather Data
 Formulate Questions

Ideate
 Explore Ideas
 Generate ideas that answer the challenge questions
you identified in step 1.
 It can be tempting to consider solutions that you've
tried before, as our minds tend to return to habitual
thinking patterns that stop us from producing new
ideas. However, this is a chance to use your creativity
 Brainstorming and Mind Maps are great ways to
explore ideas during this divergent stage of CPS

Develop
 Formulate Solutions
 This is the convergent stage of CPS, where you begin to
focus on evaluating all of your possible options and
come up with solutions.
 Analyze whether potential solutions meet your needs
and criteria, and decide whether you can implement
them successfully.
 Next, consider how you can strengthen them and
determine which ones are the best "fit”

Implement
 Formulate a Plan
 Once you've chosen the best solution, it's time to
develop a plan of action.
 Start by identifying resources and actions that will
allow you to implement your chosen solution.
 Next, communicate your plan and make sure that
everyone involved understands and accepts it.

PDCA
 The four phases in the Plan-Do-Check-Act Cycle
involve:
 Plan: Identifying and analyzing the problem.
 Do: Developing and testing a potential solution.
 Check: Measuring how effective the test solution was,
and analyzing whether it could be improved in any
way.
 Act: Implementing the improved solution fully.

Step 1: Plan
 First, identify exactly what your problem is. You
may find it useful to use tools like Drill
Down, Cause and Effect Diagrams , and the 5
Whys to help you really get to the root of it. Once
you've done this, it may be appropriate for you
tomap the process that is at the root of the
problem.
 Next, draw together any other information you
need that will help you start sketching out
solutions.

Step 2: Do
 Generate possible solutions.
 Select the best of these solutions, perhaps using
techniques like Impact Analysis to scrutinize
them.
 Implement a pilot project on a small scale basis,
with a small group, or in a limited geographical
area, or using some other trial design appropriate
to the nature of your problem, product or
initiative.

Step 3: Check
 In this phase, you measure how effective the pilot
solution has been, and gather together any learnings
from it that could make it even better.
 Depending on the success of the pilot, the number of
areas for improvement you have identified, and the
scope of the whole initiative, you may decide to repeat
the "Do" and "Check" phases, incorporating your
additional improvements.
 Once you are finally satisfied that the costs would
outweigh the benefits of repeating the Do-Check sub-
cycle any more, you can move on to the final phase.

Step 4: Act
 Now you implement your solution fully.
However, your use of the PDCA Cycle
doesn't necessarily stop there. If you are
using the PDCA or Deming Wheel as part of
a continuous improvement initiative, you
need to loop back to the Plan Phase (Step 1),
and seek out further areas for improvement.

Roles of a Manager
 Figurehead
 Leader
 Liaison
 Monitor
 Disseminator
 Spokesperson
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator

Stress management
 Stress is an adaptive response to an external situation
that results in physical ,psychological and/ or
behavioural deviations for organizational participants
 Stress is the body’s automatic response to any physical
or mental demand placed on it.
 Adrenaline is a chemical naturally produced in our
body as a response to stress .
 Fight or Flight response is illicited.

Types of stress
• Stress that is negative and
prevents from doing what one
desires to do.
• Stress is associated with
constrains and demands
Destress
• Stress that is positive when the
situation offers an opportunity for
one to gain
• Motivator, helps in peak
performance
Eustress

Is All Stress Bad?
 Moderate levels of stress may actually improve
performance and efficiency
 Too little stress may result in boredom
 Too much stress may cause an unproductive anxiety
level

Identifying Stressors
Situations, activities, and
relationships that cause ‘trauma’ to
one’s physical, emotional, or
psychological self

Stressors
 School
 Work
 Family
 Relationships
 Legal
 Finances
 Health/illness
 Environment
 Living Situation

Negative Effects of Stress
1. Physical
- Weight gain/loss
- Unexpected hair loss
- Heart palpitations
- High blood pressure
2. Emotional
- Mood swings
- Anxiety
- Can lead to depression
• Can also lead to unhealthy coping
strategies (i.e. alcohol, drugs, etc)

How to fight stress?
Be Assertive
 Assertiveness is about self confidence which means
having a positive attitude towards yourself and others.
 Assertiveness helps to manage stressful situations,
and will , in time, help to reduce their frequency
 verbal and non - verbal communication
 stand up for your personal rights
 express your thoughts, feelings and beliefs directly,
honestly and spontaneously in ways that don’t infringe
the rights of others.

Assertive Skills
 Establish good eye contact / don’t stare
 Stand or sit comfortably - don’t fidget
 Talk in a firm, steady voice
 Use body language
 ‘I think’ / ‘I feel’
 ‘What do you think?’ ‘How do you feel ?’
 Concise and to the point

 Get Organised
 Poor organisation is one of the most
common causes of stress. Structured
approaches offer security against ‘out of the
blue’ problems. Prioritising objectives,
duties and activities makes them
manageable and achievable. Don’t overload
your mind. Organisation will help avoid
personal and professional chaos.

 Time Management
 Make a list
 What MUST be done
 What SHOULD be done
 What would you LIKE to do
 Cut out time wasting
 Learn to drop unimportant activities
 Say no or delegate

Time Management
Plan your day
Set achievable goals
Don’t waste time making
excuses for not doing something

 Humour
 Good stress - reducer
 Applies at home and work
 Relieves muscular tension
 Improves breathing
 Pumps endorphins into the bloodstream -
the body’s natural painkillers

 Ventilation
 ‘A problem shared is a problem halved’
 Develop a support network through friends or
colleagues to talk with. It’s not always events that are
stressful but how we perceive them.
 Writing a diary or notes may help release feelings but
do not re-read what has been written

 Diversion and Distraction
 Take time out
 Get away from things that bother you
 Doesn’t solve the problem
 Reduce stress level
 Calm down
 Think logically

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