This document provides an outline for a course on problem solving techniques. It discusses defining the problem, generating solutions, evaluating solutions, and implementing a solution. Specific techniques covered include 5 whys, root cause analysis, fishbone diagrams, brainstorming, decision trees, Pareto analysis, and project management. The document also lists 10 characteristics of effective problem solvers such as having a positive attitude, considering all perspectives, and seeking permanent solutions.
Problem solving and decision making are keys skills of a leader. This presentation focuses on how to improve problem solving skills and contains some powerful problem solving methods and techniques.
Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions.
Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems.
Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
The document discusses problem solving and creative thinking. It defines problem solving as a systematic approach to defining problems and generating multiple potential solutions without judgment. It outlines four steps of critical thinking and six steps of creative thinking. The document also discusses techniques for brainstorming such as brainstorming by word association, clustering/mapping, and free writing. It provides dos and don'ts for setting goals, analyzing problems, developing action plans, and following through.
This document discusses problem solving in the workplace. It defines a problem and problem solving. There are common problems that arise in any workplace due to collaboration, deadlines, budgets, and organizational culture/norms. Specific problems include communication issues, attitudes, performance, discrimination, and policies. Effective problem solving requires clearly defining the problem, gathering relevant data, generating possible solutions, selecting the best option, and implementing it. Approaches like trial and error, experimentation, and fishbone analysis can be used. Characteristics of good problem solvers are outlined.
This training document discusses developing problem solving skills. It is divided into three modules that build on each other: problem, problem solving skills, and advice/alternative approaches. The document defines what a problem is and discusses common types of problems that arise in the workplace. It also presents activities for participants to discuss problems they have faced and how they resolved them. Finally, it outlines various problem solving techniques like 5 Whys, appreciation/brainstorming, and root cause analysis that can be used to define problems, generate alternatives, and select solutions.
The document discusses problem solving and decision making. It describes common problems students face like debugging programs or dealing with difficult customers. It presents the IDEAL model for problem solving - identify, define, examine, act, and look. Key skills for problem solving are analytical thinking, logical approaches, creativity, teamwork, and communication. Popular techniques include brainstorming, S.W.O.T. analysis, and defining the problem, examining options, making a decision, implementing it, and reviewing results.
This document provides information on problem solving skills and the problem solving process. It discusses why problem solving skills are important, defines what a problem is, and outlines the main steps in the problem solving process as: defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It then goes on to provide more details on various tools that can be used at each step, such as the 5 Whys technique for problem definition and decision matrices for choosing a solution. The document also discusses decision making skills and factors that can influence decision making.
The document discusses various aspects of problem solving including:
1) Problem solving involves identifying and understanding problems, planning solutions, monitoring progress, and reviewing outcomes.
2) It provides an example logical problem about two men ordering the same dish at a restaurant, with one shooting himself outside afterwards.
3) Different types of problems are listed such as logical problems, story problems, rule-using problems, and more.
Problem solving and decision making are keys skills of a leader. This presentation focuses on how to improve problem solving skills and contains some powerful problem solving methods and techniques.
Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions.
Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems.
Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
The document discusses problem solving and creative thinking. It defines problem solving as a systematic approach to defining problems and generating multiple potential solutions without judgment. It outlines four steps of critical thinking and six steps of creative thinking. The document also discusses techniques for brainstorming such as brainstorming by word association, clustering/mapping, and free writing. It provides dos and don'ts for setting goals, analyzing problems, developing action plans, and following through.
This document discusses problem solving in the workplace. It defines a problem and problem solving. There are common problems that arise in any workplace due to collaboration, deadlines, budgets, and organizational culture/norms. Specific problems include communication issues, attitudes, performance, discrimination, and policies. Effective problem solving requires clearly defining the problem, gathering relevant data, generating possible solutions, selecting the best option, and implementing it. Approaches like trial and error, experimentation, and fishbone analysis can be used. Characteristics of good problem solvers are outlined.
This training document discusses developing problem solving skills. It is divided into three modules that build on each other: problem, problem solving skills, and advice/alternative approaches. The document defines what a problem is and discusses common types of problems that arise in the workplace. It also presents activities for participants to discuss problems they have faced and how they resolved them. Finally, it outlines various problem solving techniques like 5 Whys, appreciation/brainstorming, and root cause analysis that can be used to define problems, generate alternatives, and select solutions.
The document discusses problem solving and decision making. It describes common problems students face like debugging programs or dealing with difficult customers. It presents the IDEAL model for problem solving - identify, define, examine, act, and look. Key skills for problem solving are analytical thinking, logical approaches, creativity, teamwork, and communication. Popular techniques include brainstorming, S.W.O.T. analysis, and defining the problem, examining options, making a decision, implementing it, and reviewing results.
This document provides information on problem solving skills and the problem solving process. It discusses why problem solving skills are important, defines what a problem is, and outlines the main steps in the problem solving process as: defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It then goes on to provide more details on various tools that can be used at each step, such as the 5 Whys technique for problem definition and decision matrices for choosing a solution. The document also discusses decision making skills and factors that can influence decision making.
The document discusses various aspects of problem solving including:
1) Problem solving involves identifying and understanding problems, planning solutions, monitoring progress, and reviewing outcomes.
2) It provides an example logical problem about two men ordering the same dish at a restaurant, with one shooting himself outside afterwards.
3) Different types of problems are listed such as logical problems, story problems, rule-using problems, and more.
This document summarizes the eight steps of the Simplex problem-solving model: 1) Problem Finding, 2) Fact Finding, 3) Problem Definition, 4) Idea Finding, 5) Selection & Evaluation, 6) Planning, 7) Sell Idea, and 8) Action. The model is a circular process for solving current problems and identifying new problems on an ongoing basis. Each step of the process is described in one to three sentences with techniques for implementation.
The document outlines a workshop on creative problem solving. It aims to help participants develop skills in creative thinking and problem solving. The workshop covers defining creative problem solving, common blocks to creativity, ways to be more creative, and tools like brainstorming, mind mapping and multivoting. It details the creative problem solving process of stating the problem, gathering facts, restating the problem, identifying alternatives, evaluating options, implementing a decision and evaluating results. The goal is for participants to apply these tools and techniques to creatively solve problems.
The document discusses decision making and problem solving. It provides definitions of problem solving and decision making. The scope of discussion includes clarifying problems, understanding collective problem solving, examining decision making models, and applying creativity in the problem solving process. It outlines the problem solving procedure as define, information/measures, analyze, generate alternatives, select alternatives, and decide/implement. Analysis techniques like cause and effect diagrams and the 5 whys are also examined.
This presentation was made by me for providing training to the employees of Unique Contracting Co. LLC on "Problem Solving Skills". Unique is a construction company based in Muscat, Oman. It is owned and managed by the Limbani Family of Gujarat (Republic of India).
The document presents on problem solving and discusses various aspects of the problem solving process. It defines a problem as "a question to be answered" and notes that problem solving is an important managerial skill. It emphasizes the importance of properly identifying and formulating the problem. Problem identification involves understanding the real problem, while formulation is the process of building a model to discriminate relevant from irrelevant data. The document also examines cognitive processes involved like thinking, conceptualization, problem solving, and decision making. It provides examples to illustrate different types of problem formulation models and strategies for improving problem identification.
This document discusses problem solving skills and provides steps for effective problem solving. It notes that time management, communication skills, and decision making are important skills. To problem solve, one should define the problem, generate alternatives to address it, evaluate and select the best alternatives, then implement the selected solutions. The overall message is that there are no easy or difficult problems, only solutions.
This document outlines a session to teach analytical thinking skills. It will define analytical thinking, discuss why it is important in the workplace by looking at employer expectations and employee readiness, and describe different problem solving methodologies like root cause analysis, logic trees, and fishbone diagrams. The session will provide tips for developing analytical skills and solving problems using an analyst's approach.
Problem solving involves four main steps: 1) defining the problem, 2) generating alternative solutions, 3) evaluating and selecting an alternative, and 4) implementing and following up on the solution. The document outlines the characteristics of each step, such as differentiating facts from opinions, brainstorming alternatives, evaluating options relative to goals, and establishing ongoing monitoring of the selected solution. The overall goal is to thoroughly understand the problem, consider various potential solutions, choose the best option, and ensure follow through.
This document provides guidance on problem-solving and decision-making for building leadership skills. It outlines a 7-step process: 1) define the problem, 2) gather additional data, 3) lay out the information, 4) identify options, 5) evaluate options, 6) make a decision, and 7) move forward with implementation. Key aspects of the process include involving stakeholders, considering different perspectives, addressing risks, and being prepared to revise decisions based on results. The overall approach emphasizes gathering objective facts, identifying multiple options, and strategically planning next steps.
Learn about, the problem solving method, problem definition, generating solutions, analysing and selecting solutions, planning your next steps, recording lessons learned,
This document discusses problem solving techniques. It begins by defining what a "problem" is, such as when specifications are not met, processes are out of control, rejection rates are high, or delivery performance is below 100%. The document then outlines 8 steps to solve problems: 1) define the problem, 2) build a team, 3) take containment actions, 4) determine the root cause, 5) verify the root cause, 6) take corrective action, 7) implement preventive actions, and 8) congratulate the team. Each step is then explained in more detail with examples provided. Overall, the document provides an overview of a structured 8-step approach to problem solving.
The document outlines the problem-solving cycle and different types of problems. It discusses the 7 steps in the problem-solving cycle as identifying the problem, defining it, formulating a strategy, organizing information, allocating resources, monitoring progress, and evaluating the solution. Well-structured problems have clear solutions while ill-structured problems require insight. Creativity involves producing something original and valuable, and creative people tend to be intrinsically motivated and experts in their fields.
The document discusses problem solving techniques and processes. It defines a problem as a deviation from expected performance without a known cause. The goal of problem solving is to overcome obstacles, discover the real cause, and find the best solution. The key steps in the problem solving process are to (1) identify the real problem thoroughly, (2) determine the root cause, and (3) develop and implement an action plan to resolve the problem. Tools like mind mapping, affinity diagrams, and brainstorming can help with identifying solutions. The process repeats until the problem is fully solved.
The document discusses problem solving techniques including defining the problem, generating solutions, and planning action. It describes the problem solving process as having three stages: defining the starting issue, finding solutions, and planning action. Interpersonal problem solving skills are also covered, such as presenting yourself, expressing displeasure politely, using humor, considering alternative solutions, brainstorming, means-ends thinking, and considering consequences. The document contrasts left brain and right brain approaches to problem solving.
Every day, business professionals are faced with using problem solving techniques to achieve strategic business and tactical goals within the operation. But the truth is, most of us are not really good at problem solving. We either muddle through, do nothing, adapt or produce “solutions” that often make things worse.
Effective problem solving requires the courage to confront feelings, the commitment to do something, and above all the willingness to accept responsibility. Traditional approaches to problem solving often ignore the importance of both values and creativity in problem solving while exclusively favoring analytical strategies.
This document discusses problem solving skills and decision making. It outlines the steps of problem solving as defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It describes various problem solving tools and techniques like the 5 whys, cause and effect analysis, and CATWOE analysis. It also discusses decision making factors, steps of decision making as establishing objectives, generating alternatives, choosing an alternative, and taking action. Decision making tools like decision matrices, paired comparison, and decision trees are presented. Overall, the document provides an overview of problem solving and decision making processes, challenges, and analytical methods.
The document discusses problem solving and outlines the key steps in the problem solving process. It defines a problem as a situation someone wants to change. The problem solving process involves three stages: defining the problem and issues, generating and evaluating ideas to find solutions, and analyzing the impact of solutions and planning follow through actions. Effective problem solving requires using both left brain logical thinking and right brain intuitive thinking. The principles of interpersonal problem solving include making eye contact, using polite language, keeping discussions light with humor, and focusing on solutions rather than blame.
Problem Solving PowerPoint PPT Content Modern SampleAndrew Schwartz
139 slides include: teaching problem solving skills, evaluating how you solve problems, understanding the process: how to solve problems, 8 active listening techniques, primary issues for problem solvers, group or individual brainstorming, the problem solving framework, vertical and lateral thinking, adaptors and innovators as problem solvers, collaborative problem solving, leadership and creative work environments, four models of problem solving, SWOT, the 6 C's of decision making, how to's and more.
The document outlines a 7-step problem solving model. It uses the example of a woman named Megan who is struggling with disorganization after returning to work following a leave for back pain and depression. The 7 steps are: 1) identify the problem, 2) explore the problem, 3) set goals, 4) look at alternatives, 5) select a possible solution, 6) implement the solution, and 7) evaluate effectiveness. Megan works through each step to hone in on her specific problem of disorganization and starts brainstorming ways to improve her time management skills and feel more in control at work.
The document provides an overview of best practices for problem solving. It discusses defining the problem, analyzing it to understand the root cause, identifying alternative solutions, selecting and implementing the best approach, and then evaluating the solution. The document also outlines common problem solving tools like drill down, 5 whys, and appreciation. It emphasizes breaking problems into smaller parts, questioning assumptions, gathering multiple perspectives, and taking breaks to solve problems effectively.
This document provides an overview of different career paths in technology, including technical paths, management paths, and considerations for career choices.
For technical paths, it outlines expectations and examples of skills to develop at different levels from junior to senior developer and beyond. It emphasizes the importance of gaining both depth and breadth of skills over time.
For management paths, it discusses what makes a good manager and focuses on empowering teams rather than giving orders. Engineering manager responsibilities include managing risks, growing the team, and providing technical guidance. Higher levels such as Director involve ensuring team success, long-term planning, and acting as a business partner.
Executive roles entail making sure the entire organization or company succeeds through strategic investments
The document outlines a training on problem solving and establishes a standard process for resolving problems efficiently and effectively while minimizing business impact. It discusses definitions of problem management, roles in the process, and common mistakes to avoid. The core of the training is a 6-step problem solving process: 1) identifying the problem, 2) analyzing the problem, 3) generating potential solutions, 4) selecting and planning solutions, 5) implementing solutions, and 6) evaluating solutions. Key aspects covered include properly defining problems, using tools to thoroughly analyze root causes, considering multiple solutions, and planning for tradeoffs.
This document summarizes the eight steps of the Simplex problem-solving model: 1) Problem Finding, 2) Fact Finding, 3) Problem Definition, 4) Idea Finding, 5) Selection & Evaluation, 6) Planning, 7) Sell Idea, and 8) Action. The model is a circular process for solving current problems and identifying new problems on an ongoing basis. Each step of the process is described in one to three sentences with techniques for implementation.
The document outlines a workshop on creative problem solving. It aims to help participants develop skills in creative thinking and problem solving. The workshop covers defining creative problem solving, common blocks to creativity, ways to be more creative, and tools like brainstorming, mind mapping and multivoting. It details the creative problem solving process of stating the problem, gathering facts, restating the problem, identifying alternatives, evaluating options, implementing a decision and evaluating results. The goal is for participants to apply these tools and techniques to creatively solve problems.
The document discusses decision making and problem solving. It provides definitions of problem solving and decision making. The scope of discussion includes clarifying problems, understanding collective problem solving, examining decision making models, and applying creativity in the problem solving process. It outlines the problem solving procedure as define, information/measures, analyze, generate alternatives, select alternatives, and decide/implement. Analysis techniques like cause and effect diagrams and the 5 whys are also examined.
This presentation was made by me for providing training to the employees of Unique Contracting Co. LLC on "Problem Solving Skills". Unique is a construction company based in Muscat, Oman. It is owned and managed by the Limbani Family of Gujarat (Republic of India).
The document presents on problem solving and discusses various aspects of the problem solving process. It defines a problem as "a question to be answered" and notes that problem solving is an important managerial skill. It emphasizes the importance of properly identifying and formulating the problem. Problem identification involves understanding the real problem, while formulation is the process of building a model to discriminate relevant from irrelevant data. The document also examines cognitive processes involved like thinking, conceptualization, problem solving, and decision making. It provides examples to illustrate different types of problem formulation models and strategies for improving problem identification.
This document discusses problem solving skills and provides steps for effective problem solving. It notes that time management, communication skills, and decision making are important skills. To problem solve, one should define the problem, generate alternatives to address it, evaluate and select the best alternatives, then implement the selected solutions. The overall message is that there are no easy or difficult problems, only solutions.
This document outlines a session to teach analytical thinking skills. It will define analytical thinking, discuss why it is important in the workplace by looking at employer expectations and employee readiness, and describe different problem solving methodologies like root cause analysis, logic trees, and fishbone diagrams. The session will provide tips for developing analytical skills and solving problems using an analyst's approach.
Problem solving involves four main steps: 1) defining the problem, 2) generating alternative solutions, 3) evaluating and selecting an alternative, and 4) implementing and following up on the solution. The document outlines the characteristics of each step, such as differentiating facts from opinions, brainstorming alternatives, evaluating options relative to goals, and establishing ongoing monitoring of the selected solution. The overall goal is to thoroughly understand the problem, consider various potential solutions, choose the best option, and ensure follow through.
This document provides guidance on problem-solving and decision-making for building leadership skills. It outlines a 7-step process: 1) define the problem, 2) gather additional data, 3) lay out the information, 4) identify options, 5) evaluate options, 6) make a decision, and 7) move forward with implementation. Key aspects of the process include involving stakeholders, considering different perspectives, addressing risks, and being prepared to revise decisions based on results. The overall approach emphasizes gathering objective facts, identifying multiple options, and strategically planning next steps.
Learn about, the problem solving method, problem definition, generating solutions, analysing and selecting solutions, planning your next steps, recording lessons learned,
This document discusses problem solving techniques. It begins by defining what a "problem" is, such as when specifications are not met, processes are out of control, rejection rates are high, or delivery performance is below 100%. The document then outlines 8 steps to solve problems: 1) define the problem, 2) build a team, 3) take containment actions, 4) determine the root cause, 5) verify the root cause, 6) take corrective action, 7) implement preventive actions, and 8) congratulate the team. Each step is then explained in more detail with examples provided. Overall, the document provides an overview of a structured 8-step approach to problem solving.
The document outlines the problem-solving cycle and different types of problems. It discusses the 7 steps in the problem-solving cycle as identifying the problem, defining it, formulating a strategy, organizing information, allocating resources, monitoring progress, and evaluating the solution. Well-structured problems have clear solutions while ill-structured problems require insight. Creativity involves producing something original and valuable, and creative people tend to be intrinsically motivated and experts in their fields.
The document discusses problem solving techniques and processes. It defines a problem as a deviation from expected performance without a known cause. The goal of problem solving is to overcome obstacles, discover the real cause, and find the best solution. The key steps in the problem solving process are to (1) identify the real problem thoroughly, (2) determine the root cause, and (3) develop and implement an action plan to resolve the problem. Tools like mind mapping, affinity diagrams, and brainstorming can help with identifying solutions. The process repeats until the problem is fully solved.
The document discusses problem solving techniques including defining the problem, generating solutions, and planning action. It describes the problem solving process as having three stages: defining the starting issue, finding solutions, and planning action. Interpersonal problem solving skills are also covered, such as presenting yourself, expressing displeasure politely, using humor, considering alternative solutions, brainstorming, means-ends thinking, and considering consequences. The document contrasts left brain and right brain approaches to problem solving.
Every day, business professionals are faced with using problem solving techniques to achieve strategic business and tactical goals within the operation. But the truth is, most of us are not really good at problem solving. We either muddle through, do nothing, adapt or produce “solutions” that often make things worse.
Effective problem solving requires the courage to confront feelings, the commitment to do something, and above all the willingness to accept responsibility. Traditional approaches to problem solving often ignore the importance of both values and creativity in problem solving while exclusively favoring analytical strategies.
This document discusses problem solving skills and decision making. It outlines the steps of problem solving as defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It describes various problem solving tools and techniques like the 5 whys, cause and effect analysis, and CATWOE analysis. It also discusses decision making factors, steps of decision making as establishing objectives, generating alternatives, choosing an alternative, and taking action. Decision making tools like decision matrices, paired comparison, and decision trees are presented. Overall, the document provides an overview of problem solving and decision making processes, challenges, and analytical methods.
The document discusses problem solving and outlines the key steps in the problem solving process. It defines a problem as a situation someone wants to change. The problem solving process involves three stages: defining the problem and issues, generating and evaluating ideas to find solutions, and analyzing the impact of solutions and planning follow through actions. Effective problem solving requires using both left brain logical thinking and right brain intuitive thinking. The principles of interpersonal problem solving include making eye contact, using polite language, keeping discussions light with humor, and focusing on solutions rather than blame.
Problem Solving PowerPoint PPT Content Modern SampleAndrew Schwartz
139 slides include: teaching problem solving skills, evaluating how you solve problems, understanding the process: how to solve problems, 8 active listening techniques, primary issues for problem solvers, group or individual brainstorming, the problem solving framework, vertical and lateral thinking, adaptors and innovators as problem solvers, collaborative problem solving, leadership and creative work environments, four models of problem solving, SWOT, the 6 C's of decision making, how to's and more.
The document outlines a 7-step problem solving model. It uses the example of a woman named Megan who is struggling with disorganization after returning to work following a leave for back pain and depression. The 7 steps are: 1) identify the problem, 2) explore the problem, 3) set goals, 4) look at alternatives, 5) select a possible solution, 6) implement the solution, and 7) evaluate effectiveness. Megan works through each step to hone in on her specific problem of disorganization and starts brainstorming ways to improve her time management skills and feel more in control at work.
The document provides an overview of best practices for problem solving. It discusses defining the problem, analyzing it to understand the root cause, identifying alternative solutions, selecting and implementing the best approach, and then evaluating the solution. The document also outlines common problem solving tools like drill down, 5 whys, and appreciation. It emphasizes breaking problems into smaller parts, questioning assumptions, gathering multiple perspectives, and taking breaks to solve problems effectively.
This document provides an overview of different career paths in technology, including technical paths, management paths, and considerations for career choices.
For technical paths, it outlines expectations and examples of skills to develop at different levels from junior to senior developer and beyond. It emphasizes the importance of gaining both depth and breadth of skills over time.
For management paths, it discusses what makes a good manager and focuses on empowering teams rather than giving orders. Engineering manager responsibilities include managing risks, growing the team, and providing technical guidance. Higher levels such as Director involve ensuring team success, long-term planning, and acting as a business partner.
Executive roles entail making sure the entire organization or company succeeds through strategic investments
The document outlines a training on problem solving and establishes a standard process for resolving problems efficiently and effectively while minimizing business impact. It discusses definitions of problem management, roles in the process, and common mistakes to avoid. The core of the training is a 6-step problem solving process: 1) identifying the problem, 2) analyzing the problem, 3) generating potential solutions, 4) selecting and planning solutions, 5) implementing solutions, and 6) evaluating solutions. Key aspects covered include properly defining problems, using tools to thoroughly analyze root causes, considering multiple solutions, and planning for tradeoffs.
Full-day pre-conference workshop given at the IA Summit 2007. This is the slide deck we used during the workshop. See the "after" deck with participants' comments, discussions, work products, etc.
Working together: Agile teams, developers, and product managersDanielle Martin
I spoke to students at Ada Developer Academy in Seattle, WA about how product managers and software engineers work together. In the presentation I cover: what's an agile team and how do they work; case studies of real work by my agile product development team; advice about behaviors that create successful product manager and developer working relationships; and other career/life advice for students starting their careers as software engineers.
The document provides an overview of a lecture presentation on problem solving and decision making techniques. It discusses differentiating between issues, problems and challenges. It introduces several analytical tools for problem analysis and decision making, including fishbone diagrams and the Five Whys technique. The objectives are to understand frameworks, processes, and problem solving tools. The presentation covers defining issues, problems and challenges; problem solving frameworks; tools for identifying and analyzing problems; and mechanisms for sustaining resolutions. It provides examples of using techniques like fishbone diagrams to analyze organizational and personal problems.
The document discusses an approach for creating value from SharePoint by improving processes and educating oneself and others. It recommends identifying problems through conversations, choosing a high-impact solution to build, and communicating the value. Key steps include listening without bias, documenting issues, solutioning for simplicity and extensibility, testing with users, and presenting lessons learned. Continuous improvement involves training, exploring new features, and sticking to best practices of understanding business needs and creating reusable, supportable solutions.
This document provides an overview of Lean Service Design methodology. It discusses key concepts like developing a point of view statement, analyzing users, empowering teams, exploring opportunities, developing plans, checking for improvements, and using tools like SOAR and SWOT. The document also includes worksheets and examples for mapping a customer journey, defining standard work, and outlining meetings to support the Lean Service Design process. The overall approach emphasizes iterative testing and refinement to continuously improve service design.
The document provides an agenda and overview for an accelerator workshop on rapid facilitation techniques being held by nForm User Experience. The full-day workshop on March 23, 2007 will include presentations and demonstrations of rapid facilitation methods, as well as practice sessions for techniques like live note capturing, predictive PowerPoint, and project alignment exercises. Attendees will learn about using accelerated workshop formats to tackle common project challenges more effectively.
The document discusses various problem solving tools and techniques, including:
- Problem analysis, which involves investigating a situation to understand the problem and recommend solutions. Key steps include identifying the problem, conducting background research, reporting findings, drawing conclusions, and making recommendations.
- Cause and effect analysis (fishbone diagrams), which help identify likely causes of a problem by considering various factors and brainstorming possible causes related to each factor.
- SWOT analysis, which evaluates strengths, weaknesses, opportunities, and threats to assess an organization's competitive position.
- SMART objectives, which provide a framework for setting specific, measurable, achievable, relevant, and timely goals.
- Gantt charts, which are bar charts
Getting started with UX research October 2017.pptxCarol Rossi
You know you need customer insights to make good design decisions but without a dedicated researcher on your team how do you run the research? These tips will help you get started.
This document outlines the key steps and analyses involved in developing a business case as a business analyst. It includes sections on feasibility studies, stakeholder analysis, requirements gathering, prioritization, development planning, testing, and deployment. Methodologies covered include PEST analysis, SWOT analysis, Porter's Five Forces, gap analysis, MOSCOW prioritization, and the use of user stories and use cases. The role of the business analyst in justifying the business case and translating requirements between teams is also discussed.
This document discusses problem solving and decision making. It defines problem solving as the process of finding a way to get from the current situation to a more desirable one. Decision making is the process of choosing between options and determining the potential consequences. Problem solving is focused on analyzing past issues, while decision making is more creative and strategic. The document provides various frameworks for problem solving, such as the five whys technique and fishbone diagrams. It also outlines systematic processes for decision making, including defining the problem, gathering information, weighing alternatives, and evaluating outcomes. Team-based approaches are recommended, but the challenges of group decisions are noted. The consensus grid tool is presented as a way to build agreement within a team.
This document provides an introduction to project management and the Project Management Professional (PMP) certification. It discusses typical project management challenges such as scope creep, schedule delays, resource issues, and stakeholder management. It also outlines the key knowledge areas required for project management, including integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management. Finally, it emphasizes the importance of stakeholder involvement, realistic planning, change control systems, and teamwork in solving common project management problems.
Rejuvenating Agile Operations By Putting Lead And Cycle Time Front And Centre.Zan Kavtaskin
Agile methodologies such as Scrum, Extreme Programming and DSDM emerged in the 1990s and most of them were inspired by the Lean Manufacturing movement. While Lean Manufacturing focuses on increasing value and reducing cycle time, work in progress and lead time, Agile methodologies tend to focus on methods. Over the past few decades these methods became dogmatic, businesses struggle to align these methods with their goals and practitioners become disenchanted when they run out of Agile methods to increase delivery speed.
During this presentation Zan will present some of his research and show how it is possible to amalgamate Agile methods, Lean Manufacturing and Data Science to get your business back on track.
See the full analysis here:
https://medium.com/@zankavtaskin/list/research-rejuvenating-agile-operations-by-putting-lead-and-cycle-time-front-and-centre-766cc7993007
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Building innovation pipeline with service design methodsELEKS
Building innovation pipeline with service design methods by Oleg Slyusarchuk — Global Head of Product Design, ELEKS (Chicago, USA) and Uliana Bashchuk — Senior Experience Designer, ELEKS.
About Oleg:
Oleg lives in Chicago, US, and leads an award-winning team of 65 designers in the EU, US, and the UK in a Ukrainian-based software company ELEKS. He has experience in design for 19 years, he is a lecturer, and certified design manager by Nielsen Norman Group. His focus is establishing business design processes and growing up design services in different markets. Responsible for design consultancy and advisory as a door opener for product development.
About Uliana:
Uliana is a UXQB-certified professional for usability and user experience. Throughout the designer, career has finished over 30 projects in various domains like oil&gas, retail, education, human resources, etc., and participated in numerous presale activities.
Presentation is about▼
☑ Service design for a governmental organization
☑ Design of business processes. Values of user research and stakeholders facilitation
☑ Building and validation Services for Software innovation companies
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
Root Cause Analysis, The 5 Why’s, and The Fishbone DiagramInvensis Learning
Processes across industry sectors often face problems due to non-conforming parts, which eventually lead to process failure, productivity, and even rework. Even when organizations have the best of frameworks or quality controls at place, problems still persist. So, it is highly imperative to ensure problems do not reoccur and get to the root cause of the same. This is where Root Cause Analysis (RCA) comes into the picture that uses a collection of problem solving methods to get to the actual root cause of the problem.
The document provides background information on the authors and outlines a 14-week framework for coaching distributed agile projects. The framework is designed to help teams overcome the challenges of distribution through tools like kaizen workshops, value stream mapping, root cause analysis, and bi-weekly follow-ups. It also describes several lean principles and waste elimination techniques.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
2. Course Outline
What is Problem Solving?
Problem Solving Steps
l 1. Defining the Problem
–
5 Whys
–
Appreciation
–
Root Cause Analysis
–
Fishbone/Ishikawa diagram
–
Process-issue mapping
l 2. Generating “Probable” solutions
–
Round-robin Brainstorming
l 3. Evaluate and select the “best” solution
–
Decision Tree
–
Pareto analysis
l 4. Implement the solution
–
Project Management Basics
–
PM Process
10 characteristics of Effective Problem Solvers
IT Professional Services – DM Adhoc
3. What is Problem Solving?
IT Professional Services – DM Adhoc
“Is a key skill that makes a huge difference in one’s
career”
At work, we are solving problems everyday
Can be large or small, simple or complex, easy or
difficult to solve
Factor to solving a problem is having a well
defined process
4. Problem Solving Steps
1. Define the problem
2. Think of “probable” solutions
3. Evaluate and select the “best” solution
4. Implement the solution
IT Professional Services – DM Adhoc
6. 1. Defining the Problem
The key to a good problem definition is ensuring that you deal with the
real problem – not its symptoms
For example, if there is a quality issue in one of the jobs done by a
programmer, we might think that the problem is with the programmer or
the QA test analyst. However if you look a bit deeper, the real problem
might be lack of training, unreasonable workload, deviations from the
acceptable process, etc.
Tools available:
l 5 Why’s
l Appreciation
l Root cause analysis
IT Professional Services – DM Adhoc
7. 5 Whys
is a simple problem-solving technique to get to the root of a problem
quickly.
Made popular in the 1970s by the Toyota Production System, the 5 Whys
strategy involves looking at any problem and asking: "Why?" and "What
caused this problem?"
IT Professional Services – DM Adhoc
8. Case Study: 5 Whys
Example 1: FXDMS AU is unhappy
Why is our client, FXDMS AU, unhappy? Because we didn't deliver our
services when we said we would.
Why were we unable to meet the agreed-upon timeline or schedule for
delivery? The job took much longer than we thought it would.
Why did it take so much longer? Because we underestimated the
complexity of the job.
Why did we underestimate the complexity of the job? Because we made
a quick estimate of the time needed to complete it, and didn't list the
individual stages needed to complete the project.
Why didn't we do this? Because we were running behind on other
projects. We clearly need to review our time estimation and specification
procedures.
IT Professional Services – DM Adhoc
9. Group Exercise: 5 Whys
Exercise #1: Productivity is LOW
Why #1:
Why #2:
Why #3:
Why #4:
Why #5:
IT Professional Services – DM Adhoc
10. Appreciation
simple but powerful technique for extracting the maximum amount of
information possible from a simple fact or statement.
helps us uncover factors that we might have ordinarily missed, and it can
be very useful for brainstorming solutions to problems.
Originally developed by the military to help commanders gain a
comprehensive understanding of any fact, problem or situation that it was
faced with in battle
IT Professional Services – DM Adhoc
11. Appreciation Steps & Example
1. Starting with a FACT, ask the 1st question: SO WHAT? in other words, what are the
implications of that fact? Why is this fact important?
2. Continue asking that question until you have drawn all possible conclusions from it.
Example 1:
Statement: Our department's budget is going to be cut 25 percent starting January 1.
So what?
So the only way to accommodate that cut is to reduce our spending dramatically.
So what?
So we're probably going to have to cut staff, and we'll definitely have to cut spending on
supplies, research, and staff parties.
So what?
So staff morale is probably going to drop, especially if I have to lay off members of our team.
So what?
So I'll need to come up with plenty of low-cost ways to boost morale without spending
money.
So what?
So I'll need to start thinking about this tomorrow, since the new budget will go into effect in
two months, and I want to be able to manage the consequences when I let the team
know.
IT Professional Services – DM Adhoc
12. Appreciation Group Exercise
Statement: R&R project zerro will be replaced by the Ikaw Na, Kanin
club, and other programs starting Jan 2012
So what?
So what?
So what?
So what?
So what?
IT Professional Services – DM Adhoc
13. Root Cause Analysis
is a popular and often-used technique that helps people answer the question of
why the problem occurred in the first place.
seeks to identify the origin of a problem. It uses a specific set of steps, with
associated tools, to find the primary cause of the problem, so that you can:
l Determine what happened.
l Determine why it happened.
l Prevent it from happening again.
Requires tracing back the actions from the series of events to discover where the
problem started and how it grew into the symptom now being faced
Looks at 3 basic types of causes:
1. Physical causes – Tangible, material items failed in some way (for example, a
team member got sick).
2. Human causes – People did something wrong, or did not doing something that
was needed. Human causes typically lead to physical causes (for example,
team leader was not able to disseminate information to test analyst for the
change request thus a quality issue was raised).
3. Organizational causes – A system, process, or policy that people use to make
decisions or do their work is faulty (for example, pre-pro programmer and
designer are separate individuals, and DCA assumed they were the same.
IT Professional Services – DM Adhoc
15. Root Cause Analysis process
Step One: Define the Problem
l What do you see happening?
l What are the specific symptoms?
Step Two:
l What proof do you have that the problem exists?
l How long has the problem existed?
l What is the impact of the problem?
Step Three: Identify Possible Causal Factors
l What sequence of events leads to the problem?
l What conditions allow the problem to occur?
l What other problems surround the occurrence of the central problem?
Step Four: Identify root cause
l Why does the causal factor exist?
l What is the real reason the problem occurred?
Step Five: recommend and implement solutions
l What can you do to prevent the problem from happening again?
l How will the solution be implemented?
l Who will be responsible for it?
l What are the risks of implementing the solution?
16. Root Cause Analysis: Fishbone/Ishikawa Diagrams
The cause and effect (fishbone) diagram will help you visually display the many
potential causes for a problem or effect.
To construct a fishbone, start with stating the problem in the form of a question,
such as ‘Why is the help desk’s abandon rate so high?’ Framing it as a ‘why’
question will help in brainstorming, as each root cause idea should answer the
question. The team should agree on the statement of the problem and then place
this question in a box at the ‘head’ of the fishbone.
The rest of the fishbone then consists of one line drawn across the page, attached
to the problem statement, and several lines, or ‘bones,’ coming out vertically from
the main line. These branches are labeled with different categories. The
categories you use are up to you to decide
IT Professional Services – DM Adhoc
19. 2. Generating probable solutions through Brainstorming
Round-Robin Brainstorming allows team members to generate ideas
without being influenced by any one person. You can then take these
ideas into the next stages of the problem-solving process.
A cluster diagram is a good tool during brainstorming
IT Professional Services – DM Adhoc
20. Brainstorming process
To run a group brainstorming session effectively, do the following:
1. Find a comfortable meeting environment, and set it up ready for the session.
2. Appoint one person to record the ideas.
3. Use appropriate warm-up exercise or ice-breaker.
4. Define the problem you want solved clearly, and lay out any criteria to be met. Make it clear that
that the objective of the meeting is to generate as many ideas as possible.
5. Give people plenty of time on their own at the start of the session to generate as many ideas as
possible.
6. Ask people to give their ideas, making sure that you give everyone a fair opportunity to contribute.
7. Encourage people to develop other people's ideas, or to use other ideas to create new ones.
8. Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to
contribute and develop ideas.
9. Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element
of risk for group members when putting forward an idea. This stifles creativity and cripples the free
running nature of a good brainstorming session.
10. Let people have fun brainstorming. Encourage them to come up with as many ideas as possible,
from solidly practical ones to wildly impractical ones. Welcome creativity!
11. Ensure that no train of thought is followed for too long. Make sure that you generate a sufficient
number of different ideas, as well as exploring individual ideas in detail.
12. In a long session, take plenty of breaks so that people can continue to concentrate.
IT Professional Services – DM Adhoc
21. 3. Evaluate and select “Best” Solution
After the brainstorming session, solutions are evaluated for their “effectiviteness value”, and
a decision is made. In this part of the problem solving process, decision making techniques
are very useful.
Decision making tools include
l Grid Analysis / Decision Matrix Analysis
l Decision Tree
l Pareto Analysis
l Process of Elimination / Divide and Rule*
IT Professional Services – DM Adhoc
Pareto Analysis
22. Decision tree
are excellent tools for helping you to
choose between several courses of action.
provide a highly effective structure within
which you can lay out options and
investigate the possible outcomes of
choosing those options.
Help to form a balanced picture of the risks
and rewards associated with each possible
course of action.
IT Professional Services – DM Adhoc
23. Decision tree process
Start a Decision Tree with a decision that you need to
make
Draw a small square to represent this towards the left of
a large piece of paper
Draw out lines towards the right for each possible
solution, and write that solution along the line. Keep the
lines apart as far as possible so that you can expand
your thoughts. At the end of each line, consider the
results
If the result of taking that decision is uncertain, draw a
small circle. If the result is another decision that you
need to make, draw another square. Squares represent
decisions, and circles represent uncertain outcomes.
Write the decision or factor above the square or circle. If
you have completed the solution at the end of the line,
just leave it blank.
Starting from the new decision squares on your
diagram, draw out lines representing the options that
you could select. From the circles draw lines
representing possible outcomes. Again make a brief
note on the line saying what it means. Keep on doing
this until you have drawn out as many of the possible
outcomes and decisions as you can see leading on
from the original decisions.
IT Professional Services – DM Adhoc
24. Decision tree process
Start assigning a cash value or score to each possible outcome
Estimate how much you think it would be worth to you if that outcome came about.
Next look at each circle (representing an uncertainty point) and estimate the probability of each outcome.
If you use percentages, the total must come to 100% at each circle. If you use fractions, these must add
up to 1. If you have data on past events you may be able to make rigorous estimates of the probabilities.
Otherwise write down your best guess.
Once you have worked out the value of the outcomes, and have assessed the probability of the
outcomes of uncertainty, it is time to start calculating the values that will help you make your decision.
Start on the right hand side of the decision tree, and work back towards the left. As you complete a set of
calculations on a node (decision square or uncertainty circle), all you need to do is to record the result.
You can ignore all the calculations that lead to that result from then on.
IT Professional Services – DM Adhoc
25. Decision tree exercise
Statement: Your team has a requirement for a team leader. Options are:
Hire external candidate or Promote a team member
IT Professional Services – DM Adhoc
H
ire
external
candidate
Prom
ote
team
m
em
ber
Hire a Team
Leader
26. Pareto Analysis
is a simple technique for prioritizing
possible changes by identifying the
problems that will be resolved by making
these changes. By using this approach,
you can prioritize the individual changes
that will most improve the situation.
uses the Pareto Principle – also known as
the "80/20 Rule" – which is the idea that
20% of causes generate 80% of results.
With this tool, we're trying to find the 20%
of work that will generate 80% of the
results that doing all of the work would
deliver.
IT Professional Services – DM Adhoc
27. Pareto Exercise
# Problem (Step 1) Cause (Step 2)
Score
(Step 3)
1 Delay in deliver of
Job output
Data Related
2 DCA coordination
3 Hardware
Related
4 Programmer miss
5 Platform
Limitation
6 StreamServe
Limitation
7 Process Related
8 QA miss
IT Professional Services – DM Adhoc
Quality Issues
28. 4. Implementing the solution
Once a decision has been made, it’s now time to implement the “best”
solution. A structured approach like having a project management
framework in place is the best and proven way to implement the solution
Project Management
is a well-established approach to managing and controlling the
introduction of new initiatives or organizational changes
Projects are finite in length, usually one-time pieces of work involving a
number of activities that must be completed within a given time frame,
and often on a fixed budget.
Managing projects well requires a great deal of time, skill, and finesse.
There are many sides to project management and this is what makes it
so interesting and demanding. Project managers are expected to take an
uncertain event and make a certain promise to deliver. They are also
expected to do this within a specified time and within a limited budget.
IT Professional Services – DM Adhoc
29. Project Management Basics
four basic elements of a project: resources,
time, money, and most importantly, scope.
Resources
l People, equipment, material
Time
l Task durations, dependencies, critical path
Money
l Costs, contingencies, profit
Scope
l Project size, goals, requirements
Source:
http://www.mindtools.com/pages/article/newPPM_Words.htm
http://management.about.com/cs/projectmanagement/a/PM101.htm
IT Professional Services – DM Adhoc
30. PM process
The key project management processes, which run though all of these
phases, are:
Phase management.
Planning.
Control.
Team management.
Communication.
Procurement.
Integration.
IT Professional Services – DM Adhoc
31. Planning Exercise
Come up with an implementation strategy for this problem and root cause
Programming Quality issues (Project Coordination between internal - PH and external - AU)
Come up with the scope of work / list of activities with corresponding schedules/timelines
The table below will serve as guide:
IT Professional Services – DM Adhoc
# Activity/Task Start Duration Responsible
1 <Activities> <DD/MM/YYYY> <X D/H> <group/
individual>
2
3
4
5
6
* For each target start date and duration, actual start date and duration should taken into account in order to assess
the project’s performance in terms of time component
32. Ten Characteristics of Effective Problem
Solvers
Source: http://realtytimes.com/rtpages/19981218_problemsolver.htm
1. They have a "can do" attitude!
2. They re-define the problem
3. They have a system
4. They consider every position as though it were their own
5. They avoid the experience trap
6. They recognize conflict as often a prerequisite to solution
7. They listen to their intuition
8. They invariably go beyond "solving the problem"
9. They seek permanent solutions
10. They gain commitment from all parties involved
IT Professional Services – DM Adhoc