This document discusses problem solving and decision making at the workplace. It outlines a problem solving model involving 6 steps: recognizing the problem, gathering information, analyzing the information, developing and choosing solutions, implementing solutions, and evaluating solutions. It also describes the fishbone analysis tool for identifying root causes of problems. Effective problem solvers are confident, rely on their own judgment, are not afraid of being wrong, think critically about their thinking, and seek win-win solutions. Good decision making follows a systematic process, involves gathering information from various stakeholders, considers multiple alternatives, and monitors progress after implementation.
The document discusses types of organizational decisions, including programmed and non-programmed decisions. It also discusses approaches to decision making, including the rational approach which is ideal and bounded rationality which considers constraints. Additionally, it notes that most decisions are not made logically by a single individual and that conflict can arise over problems.
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion.
soft skill :conflict resolution
1.what is conflict?
2.causes of conflict
3.types of conflict
4.types of organisational conflict
5.result of conflict
6.what is conflict resolution?
7.conflict resolution skill
competing
compromising
collaborating
avoiding
accommodating
8.conflict resolution song
9.references
10.thank you
Problem solving and decision making involve recognizing issues, determining solutions, and selecting courses of action. The process includes defining problems, gathering information, developing alternatives, weighing options, choosing the best solution, implementing it, and monitoring progress. It is both an individual and group process, with groups offering more perspectives to creatively solve problems and make decisions through preparation, idea generation, incubation, and evaluation.
This document discusses effective meeting management. It provides tips for selecting meeting participants, developing agendas, opening and closing meetings, establishing ground rules, managing time, and evaluating meetings. Key aspects include involving participants in agenda setting, starting and ending on time, reviewing the agenda, taking and sharing notes, and getting feedback to improve future meetings. The goal is to have well-planned, productive meetings that respect participants' time.
This presentation provides an overview of decision making and the decision making process. It discusses the importance of decision making, the traditional approach to decision making, and the steps involved in decision making including defining the problem, developing alternatives, evaluating alternatives, and implementing the solution. It also covers types of decision making such as routine vs strategic, different techniques for group decision making including the Delphi technique and nominal group technique, and tools for decision making like decision trees.
The document discusses types of organizational decisions, including programmed and non-programmed decisions. It also discusses approaches to decision making, including the rational approach which is ideal and bounded rationality which considers constraints. Additionally, it notes that most decisions are not made logically by a single individual and that conflict can arise over problems.
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the problem rather than cribbing and fighting. Conflicts and disagreements only lead to negativity and things never reach a conclusion.
soft skill :conflict resolution
1.what is conflict?
2.causes of conflict
3.types of conflict
4.types of organisational conflict
5.result of conflict
6.what is conflict resolution?
7.conflict resolution skill
competing
compromising
collaborating
avoiding
accommodating
8.conflict resolution song
9.references
10.thank you
Problem solving and decision making involve recognizing issues, determining solutions, and selecting courses of action. The process includes defining problems, gathering information, developing alternatives, weighing options, choosing the best solution, implementing it, and monitoring progress. It is both an individual and group process, with groups offering more perspectives to creatively solve problems and make decisions through preparation, idea generation, incubation, and evaluation.
This document discusses effective meeting management. It provides tips for selecting meeting participants, developing agendas, opening and closing meetings, establishing ground rules, managing time, and evaluating meetings. Key aspects include involving participants in agenda setting, starting and ending on time, reviewing the agenda, taking and sharing notes, and getting feedback to improve future meetings. The goal is to have well-planned, productive meetings that respect participants' time.
This presentation provides an overview of decision making and the decision making process. It discusses the importance of decision making, the traditional approach to decision making, and the steps involved in decision making including defining the problem, developing alternatives, evaluating alternatives, and implementing the solution. It also covers types of decision making such as routine vs strategic, different techniques for group decision making including the Delphi technique and nominal group technique, and tools for decision making like decision trees.
Outline this presentation
Introduction of the company
What is the stress
What is Stress Management
Work stress and its management
Managing stress
Tips for reducing stress
Reducing stress in the work workplace
Conclusion
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
The document discusses various concepts and models related to decision making. It covers rational and intuitive decision making styles, individual versus group decision making, and reasons why decisions may fail. It also provides guidelines for effective decision making, such as gathering facts, considering alternatives, flexibility, and follow through. Decision making involves judgment calls between alternatives that are rarely clear-cut and require balancing incomplete information.
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
This document provides guidance on effective meeting management. It discusses establishing clear objectives for meetings and writing effective agendas, including listing agenda items, prioritizing them, and putting them in a logical sequence. The document also covers facilitating meetings, including establishing norms, decision making techniques like the 6 Thinking Hats model, and assigning roles for note taking and tracking action items. It emphasizes focusing meetings on desired outcomes and planning to address potential obstacles.
The document discusses the differences between problem solving and decision making. Problem solving is focused on addressing differences between the current and desired situation, while decision making is focused on choosing between options for the future. The document also outlines various types of problems, steps in problem solving, advantages and disadvantages of decision trees, and methods for group decision making like the Delphi method and Nominal Group Technique.
This document discusses conflicts that arise in the workplace and strategies for resolving them. It describes the characteristics of an excellent workplace and effective team, including clear goals, a results-driven structure, and principled leadership. The document outlines various types of internal workplace conflicts between employees, managers, and subordinates. It also discusses causes of conflicts, such as disagreements over outcomes, values, or processes. The document proposes different responses to conflicts, including problem-solving, negotiation, mediation, and relying on a third party for decision making. It provides an overview of the mediation process and notes when mediation may be appropriate for resolving workplace disputes.
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.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document outlines a training program on conflict management. It discusses defining conflict, functional and dysfunctional conflict, causes of conflict, and indicators of conflict. It describes optimal levels of conflict and the advantages. Five conflict resolution styles are presented: competing, avoiding, compromising, accommodating, and collaborating. A four-step conflict resolution process is outlined involving identifying issues, developing strategies, applying strategies, and following up. Guidance is provided on dealing with anger and proactively managing conflict.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
Conflict management is important at both the micro and macro levels. A conflict arises when there is a divergence of opinions that affects behavior and goals cannot be achieved simultaneously. There are different types of conflicts including those over concerns, goals, resources, power, ideology, norms, and relationships. Conflicts can have negative effects like reduced productivity, morale, and collaboration if not addressed properly. However, managers often fail to recognize real conflicts or are uncomfortable intervening. Effective conflict management involves preventing conflicts, addressing them informally, and using techniques like open communication, compromise, and creative problem-solving to resolve conflicts in a "win-win" manner without resorting to formal arbitration.
The document discusses the importance of building effective relationships in the workplace. It notes that having good friends at work can increase job engagement and satisfaction. Good work relationships are linked to better customer service, increased profits, and improved job performance. Building trust, respect, communication, and inclusion can strengthen workplace relationships. Leadership skills like self-awareness, delegation, strong interpersonal skills, and participative management also support effective relationships. Relationship skills are critical for collaboration, teamwork, and influencing others in the workplace.
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.
This document outlines an 8-step decision-making model called the "Decision-making Loop" to help with making effective decisions. The steps include identifying the problem, gathering information, exploring options, evaluating options, choosing an option, implementing the decision, monitoring the impact, and modifying the decision if needed. Taking a systematic approach to decision-making by considering alternatives, criteria, and outcomes can improve the situation and lead to success, even if the outcome is uncertain. Regular evaluation and monitoring of decisions is important.
Problem solving & decision making at the workplaceFaakor Agyekum
This document discusses problem solving and decision making at the workplace. It outlines a problem solving model involving 6 steps: 1) recognizing and defining the problem, 2) gathering information, 3) analyzing the information, 4) developing and selecting solutions, 5) implementing the solution, and 6) evaluating the solution. It also describes a fishbone analysis tool used to identify root causes of problems by categorizing potential causes. Key aspects of effective problem solving include using a systematic approach, involving others, and evaluating solutions. The document also discusses making routine, adaptive, and innovative decisions and ingredients for good decision making such as following a process, involving teams, being creative and objective.
The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
This document provides an overview of problem solving and decision making for supervisors. It discusses identifying problems in the workplace, using problem solving models like the 6 step approach and fishbone analysis to determine root causes. Effective problem solvers are confident, flexible, and learn from mistakes. Decision making involves defining problems, gathering information from stakeholders, developing alternatives, and selecting the best option. Involving teams in decisions improves morale but takes more time. Supervisors must determine when individual or group decisions are most appropriate.
This document provides an overview of a 2-day training program on creative problem-solving skills and the problem-solving process. It will teach participants how to master problem-solving fundamentals, apply the 6-step creative problem-solving process, and use techniques like brainstorming, fishbone diagrams and decision matrices. The training includes activities to practice key steps like defining problems, generating and evaluating alternative solutions, and implementing the optimal solution.
Outline this presentation
Introduction of the company
What is the stress
What is Stress Management
Work stress and its management
Managing stress
Tips for reducing stress
Reducing stress in the work workplace
Conclusion
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
The document discusses various concepts and models related to decision making. It covers rational and intuitive decision making styles, individual versus group decision making, and reasons why decisions may fail. It also provides guidelines for effective decision making, such as gathering facts, considering alternatives, flexibility, and follow through. Decision making involves judgment calls between alternatives that are rarely clear-cut and require balancing incomplete information.
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
This document provides guidance on effective meeting management. It discusses establishing clear objectives for meetings and writing effective agendas, including listing agenda items, prioritizing them, and putting them in a logical sequence. The document also covers facilitating meetings, including establishing norms, decision making techniques like the 6 Thinking Hats model, and assigning roles for note taking and tracking action items. It emphasizes focusing meetings on desired outcomes and planning to address potential obstacles.
The document discusses the differences between problem solving and decision making. Problem solving is focused on addressing differences between the current and desired situation, while decision making is focused on choosing between options for the future. The document also outlines various types of problems, steps in problem solving, advantages and disadvantages of decision trees, and methods for group decision making like the Delphi method and Nominal Group Technique.
This document discusses conflicts that arise in the workplace and strategies for resolving them. It describes the characteristics of an excellent workplace and effective team, including clear goals, a results-driven structure, and principled leadership. The document outlines various types of internal workplace conflicts between employees, managers, and subordinates. It also discusses causes of conflicts, such as disagreements over outcomes, values, or processes. The document proposes different responses to conflicts, including problem-solving, negotiation, mediation, and relying on a third party for decision making. It provides an overview of the mediation process and notes when mediation may be appropriate for resolving workplace disputes.
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.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This PowerPoint presentation provides information on the roles and responsibilities of supervisors. It defines a supervisor as a person who leads a team to achieve organizational goals and objectives. It then outlines key responsibilities of supervisors such as achieving goals, overseeing production, assigning work, and maintaining documentation. Finally, it discusses important supervisor skills like setting goals, decision-making, managing change, communication, motivation, delegation, and training others. The overall presentation aims to educate attendees on best practices for supervising employees effectively.
This document outlines a training program on conflict management. It discusses defining conflict, functional and dysfunctional conflict, causes of conflict, and indicators of conflict. It describes optimal levels of conflict and the advantages. Five conflict resolution styles are presented: competing, avoiding, compromising, accommodating, and collaborating. A four-step conflict resolution process is outlined involving identifying issues, developing strategies, applying strategies, and following up. Guidance is provided on dealing with anger and proactively managing conflict.
I delivered this presentation when I was studying Software Engineering at UTS(Autumn 2010). I was the Project Manager of a team of 20 Software Engineering students and we were developing a Robotic Waste Treament System.
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
Conflict management is important at both the micro and macro levels. A conflict arises when there is a divergence of opinions that affects behavior and goals cannot be achieved simultaneously. There are different types of conflicts including those over concerns, goals, resources, power, ideology, norms, and relationships. Conflicts can have negative effects like reduced productivity, morale, and collaboration if not addressed properly. However, managers often fail to recognize real conflicts or are uncomfortable intervening. Effective conflict management involves preventing conflicts, addressing them informally, and using techniques like open communication, compromise, and creative problem-solving to resolve conflicts in a "win-win" manner without resorting to formal arbitration.
The document discusses the importance of building effective relationships in the workplace. It notes that having good friends at work can increase job engagement and satisfaction. Good work relationships are linked to better customer service, increased profits, and improved job performance. Building trust, respect, communication, and inclusion can strengthen workplace relationships. Leadership skills like self-awareness, delegation, strong interpersonal skills, and participative management also support effective relationships. Relationship skills are critical for collaboration, teamwork, and influencing others in the workplace.
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.
This document outlines an 8-step decision-making model called the "Decision-making Loop" to help with making effective decisions. The steps include identifying the problem, gathering information, exploring options, evaluating options, choosing an option, implementing the decision, monitoring the impact, and modifying the decision if needed. Taking a systematic approach to decision-making by considering alternatives, criteria, and outcomes can improve the situation and lead to success, even if the outcome is uncertain. Regular evaluation and monitoring of decisions is important.
Problem solving & decision making at the workplaceFaakor Agyekum
This document discusses problem solving and decision making at the workplace. It outlines a problem solving model involving 6 steps: 1) recognizing and defining the problem, 2) gathering information, 3) analyzing the information, 4) developing and selecting solutions, 5) implementing the solution, and 6) evaluating the solution. It also describes a fishbone analysis tool used to identify root causes of problems by categorizing potential causes. Key aspects of effective problem solving include using a systematic approach, involving others, and evaluating solutions. The document also discusses making routine, adaptive, and innovative decisions and ingredients for good decision making such as following a process, involving teams, being creative and objective.
The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
This document provides an overview of problem solving and decision making for supervisors. It discusses identifying problems in the workplace, using problem solving models like the 6 step approach and fishbone analysis to determine root causes. Effective problem solvers are confident, flexible, and learn from mistakes. Decision making involves defining problems, gathering information from stakeholders, developing alternatives, and selecting the best option. Involving teams in decisions improves morale but takes more time. Supervisors must determine when individual or group decisions are most appropriate.
This document provides an overview of a 2-day training program on creative problem-solving skills and the problem-solving process. It will teach participants how to master problem-solving fundamentals, apply the 6-step creative problem-solving process, and use techniques like brainstorming, fishbone diagrams and decision matrices. The training includes activities to practice key steps like defining problems, generating and evaluating alternative solutions, and implementing the optimal solution.
This document discusses problem solving in the workplace. It begins by outlining some key quotes about problem solving and decision making. It then defines what a problem is and introduces the concept of problem solving. Several common types of problems encountered in workplaces are described, such as communication, attitude, and performance issues. The document outlines a seven step problem solving process involving defining the problem, analyzing it, generating solutions, evaluating solutions, selecting the best solution, implementing it, and evaluating the results. Barriers to effective problem solving like failing to recognize the real problem or considering all consequences are also discussed.
This document provides guidance on writing a case analysis. It outlines the key stages in preparing a case analysis, including understanding the case, identifying the core problem, analysing issues in theoretical context, exploring alternative solutions, choosing the best solution, and making recommendations. While case analyses follow general principles, requirements may vary by course or lecturer. The overall goal is to apply concepts from course materials to real situations and demonstrate critical thinking.
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 provides an overview of case study analysis for management education. It discusses that case studies use real examples to explore complex problems organizations face in practice. The document outlines the steps to analyze a case study, including: 1) gaining an overview, 2) establishing the key problems, 3) determining causes, 4) developing solutions, 5) evaluating solutions, 6) making recommendations. It also discusses common errors to avoid, such as making assumptions without evidence or ignoring practical constraints. Sample cases are provided as examples.
Problem Solving Tools and Techniques by TQMIAndrew Leong
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
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 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.
PROBLEMS ARE THE GOLDEN EGGS
problems??? day by day in our proffessional life we faces so many problems, but didn't recognize about the problem. Because we are habituate to facing to problems, if we want to solve the problems, first we can feel YES am facing a problem then you have a chance to solve it... after that we should find is it REPEATATIVE problem or New problem, on the bases of the issue we can take further steps, how to break it. how to analyse, how to find countermeasure, how to check is it suitable or not, how to make standard.... if you want to know gothrough my presentations..
This is my first presentation posted in Slideshare
this presentation deals with the present scenario of placement in colleges n ways to improvise it..it is prepared by aparna agnihotri,soumya badola and simran nagar
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
The document describes steps in a problem-solving process including defining the problem, analyzing data to understand the scope and key factors, and identifying what is different between conditions when the problem occurs versus when it does not. A key part of the analysis is creating a table to document known facts about the problem and ask questions to understand differences that could point to root causes and areas for further investigation. The goal is to thoroughly understand the problem before identifying potential solutions.
Guidelines to Problem Solving and Decision MakingGabriel Barina
The document provides guidelines for a rational approach to problem solving and decision making. It outlines 7 steps: 1) define the problem, 2) look at potential causes, 3) identify alternatives, 4) select an approach, 5) plan implementation, 6) monitor implementation, and 7) verify if the problem was resolved. It also contrasts this rational approach with an organic approach that is more flexible and adaptive to chaotic changes.
This document provides an overview of problem solving techniques to help identify the best approach. It discusses choosing techniques that are appropriate for the problem and plant. Formal problem solving ensures issues are resolved correctly the first time, saving time and money. It prevents "heroics" and reduces risk of damage. The right technique is selected to get the best result as a one-size approach does not work. Techniques include root cause analysis tools like 5 Whys and fishbone diagrams. For complex issues, techniques like Kepner-Tregoe analysis are recommended. Defining the problem clearly is critical to solving it efficiently.
1. The document discusses decision making, outlining key principles, types, strategies, and processes involved.
2. Decision making involves defining problems, gathering alternatives, evaluating options, selecting a solution, and following up on outcomes.
3. Decisions can be programmed, for routine issues, or non-programmed, for unique problems, and involve varying levels of risk and uncertainty.
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
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The success of your business.
Effective problem solving offers an opportunity to move forward, rather than mitigate a setback.
Identifying the strengths and weaknesses of team as they relate to problem solving create a competitive advantage for organization.
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price and product quality), as well as assessing competitive and market conditions
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2. Objectives
• At the end of this session, you will be able to:
▫ Identify problems that are general to every workplace and those
that are specific to your organization
▫ Determine how to solve problems you face as a Supervisor using a
problem solving model or fishbone analysis
▫ Identify the characteristics of an effective problem solver
▫ Determine the ingredients for good decision making
▫ Effectively make collaborative decisions with your team using the
gradients of agreement tool.
3. Content
1. Introduction to Problem Solving and Decision Making
2. Problem Solving
Types of Problems encountered at the Workplace
Approach to Problem Solving
Characteristics of an Effective Problem Solver
3. Decision Making
Types of Decisions
Ingredients for Good Decision Making
The Decision Making Process
Gradients of Agreement
How to Improve Decision Making
4.
5. Introduction to problem solving & decision
making
• Problem solving…
▫ Is bridging the gap between the way things are and the way
they ought to be
▫ It is focused on the past
Usually analytical
Operational
Done at lower levels
• A problem is
▫ A present unsatisfactory state that needs to be changed to a desired state
as soon as possible
▫ Some deviation from the expected standard which prevent the
achievement of objectives
6. Introduction to problem solving & decision
making
• Decision making…
▫ Is a broader concept
▫ It is the act of making a choice between two or more options
▫ It is focused on the future
Often creative
Directional
Done at senior levels
• Problem solving is therefore
▫ part of decision making
▫ a subset of decision making
7.
8. Types of Problems encountered at the
Workplace
• Problems abound in every workplace due to various
issues such as the need to
▫ collaborate and work with various types of people,
▫ meet targets and deadlines,
▫ work within tight budgets,
▫ gain the endorsement and praise of supervisors
▫ work within the norms and culture of the organization
etc
9. Types of Problems encountered at the
Workplace
• There are specific problems which are common to every workplace
because workplaces are human institutions and human beings are
the same every where.
▫ Communication problems
▫ Attitude problems
▫ Interpersonal challenges between supervisor and subordinate or among
your subordinates
▫ Ethical problems
▫ Poor performance
▫ Discrimination and/or harassment
What are some of
these problems?
10. Types of Problems encountered at the
Workplace
• There are another set of problems that are peculiar to an
organization for various reasons for example as a result
of
▫ Policies that are unique to your workplace
▫ Processes that should be followed for various work related issues
▫ Types of clients the organization provides services to
▫ Other constraints at work ie. Inadequate resources, equipment
etc.
List some of the unique
problems you face as
Supervisors in your
workplace
11. Types of Problems encountered at the
Workplace
• How do you presently resolve such problems?
▫ Do you take any specific steps or you approach the problems
randomly depending on your mood or the person/people causing
the problem? If you do, what are these steps?
▫ Have you observed how your subordinates react/respond to your
approach to solving problems?
▫ What has been your success rate so far?
On a scale of 1 to 10, with 1 being the least and 10 the highest, rate
yourself on how effective you have been at resolving problems.
12. Approach to problem solving
• To effectively solve problems at the workplace, it is
important to keep the following in mind:
▫ Problems are not manageable when they are conceived in large
global terms:
“Everything is going wrong.” “He will never change.” “There is no hope.”
etc. You need to establish and obtain relevant facts.
▫ Problems should not be allowed to linger.
Addressing issues as they occur is a much strategy than waiting for
things to get better and work themselves out.
13. Approach to problem solving
▫ Practice fairness in solving problems
Commend or criticize the team, (where relevant) not the
players, and establish a culture of fairness in the decisions you
make and the actions you take
▫ If there is any punishment, let it fit the crime
Not too excessive, not too lenient
14. Approach to problem solving
• There are countless approaches that have been
developed for problem solving, some very simple and
others complicated. Some of these include:
▫ Trial-and-error method :one solution after another is tried until the
problem is solved or appears to be improving.
▫ Experimentation: a theory is tested to enhance knowledge,
understanding , or prediction.
▫ Affinity map : a tool used to identify problems.
▫ Problem solving models
▫ Fishbone analysis
▫ We would look at two of such approaches.
15. a. The problem solving model
• The problem solving model is a step by step approach to
solving problems developed by various writers and
modified by many more. Some have it in 5, 6, and even 8
steps. The approach is as follows:
▫ 1- Recognize that there is a problem and define it
▫ 2- gather information
▫ 3- analyze the information
What is the specific problem you are
faced with? Write this down in clear
simple language and as objectively
as possible
Ask:
Who – is causing it and who does it
affect
What – are the visible signs of a
problem
When –does/did it occur
Where – does it occur/have an impact
Why – did it occur
How –Should the ideal situation be?
Analysis of past solutions
16. The problem solving model
▫ 4- develop solutions and choose the best
▫ 5- implement the solution
▫ 6- evaluate the solution
•Identify all the features of an ideal
solution, including the conditions it
has to satisfy
•Eliminate solutions which do not
satisfy the
conditions/requirements
•Assess the risks associated with the
'best' solution
•Decide to implement this solution
Take the appropriate action and
monitor its effects
Review the ultimate
success of the action
17. The problem solving model
• The importance of understanding and using a model is
that the solution will be the result of facts and analysis
rather than of opinions and feelings.
▫ Identification of the real problem is extremely
important.
▫ If the wrong cause and solution for that cause is
selected, the problem will still be there.
18. b. Fishbone analysis
• What is the fishbone analysis tool?
▫ Fishbone diagram is an analysis tool which provides a systematic way of
understanding problems and the root causes of those problems. The
design of the diagram looks like the skeleton of a fish hence, it is referred
to as the fishbone diagram.
▫ Invented by Dr. Kaoru Ishikawa, a Japanese quality control statistician,
also referred to as the Ishikawa diagram or cause-and-effect diagram.
▫ Fishbone diagram is of great value in assisting teams in categorizing the
many potential causes of problems or issues in a systematic way and
helps identify root causes.
19. Fishbone analysis
• It is drawn as part of a brainstorming session, the central
problem is visualized as the head of the fish, with the
skeleton divided into branches showing contributing
causes of different parts of the problem.
• It is used when
▫ You need to study a problem to determine the root cause
▫ Want to study all the possible reasons why a process is having
difficulties or problems.
▫ To study why a process is not performing properly and/or
producing the expected results
20. Fishbone analysis
• How is it used?
▫ Draw a fishbone diagram
▫ List the problem/issue to be studied in the head of the fish
▫ Label each bone of the fish. The major categories typically used
are:
The 6 M’s: Methods, Machines, Materials, Manpower, Measurement,
Management
The 4 P’s: Place, Procedure, People, Policies
The 4 S’s: Surroundings, Suppliers, Systems, Skills
▫ Label each bone with one of these categories and for each
category try to identify factors that account for the problem in
each category. Continue asking, “Why is this happening?” and put
additional factors .
21. Fishbone analysis
▫ Continue until you no longer get useful information as you ask, “Why is
that happening?”
▫ Analyze the results of the fishbone after you and your team members
agree that an adequate amount of detail has been provided under each
major category.
Do this by looking for those items that appear in more than one category.
These become the ‘most likely causes”.
▫ For those items identified as the “most likely causes”, the team should
reach consensus on listing those items in priority order with the first
item being the most probable” cause.
• Use the fishbone diagram on the next slide to solve a key
problem
22. Fishbone Analysis Diagram for 6M’s
6M’s
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Problem Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
Name Your
Cause Here
23. Fishbone analysis
• It is possible to customize your fishbone with categories that
best suit or describe your problem. This involves substituting
the traditional categories ie. 6Ms, 4P’s, 4S’s with your own
categories
The 6 M’s: Methods, Machines, Materials, Manpower, Measurement,
Management
The 4 P’s: Place, Procedure, People, Policies
The 4 S’s: Surroundings, Suppliers, Systems, Skills
An example is on the next slide
26. Characteristics of an effective
problem solver
• Effective problem solvers:
▫ have confidence in their ability to learn and their ability to solve
problems.
▫ rely on their own judgment. Though they know there is wisdom
in counsel, they respect their own decision-making abilities.
▫ are not fearful of being wrong or of making mistakes.
▫ are not fast answerers.
▫ are flexible and are often capable of seeing more than one answer
to a question or a problem.
27. Characteristics of an effective
problem solver
• Effective problem solvers
▫ know the difference between fact and opinion and
understand the need for valid evidence.
▫ do not need to have an absolute, final, irrevocable
solution to every problem.
▫ have methods for approaching and solving problems.
▫ think about their thinking and review their problem
solving methods in order to sharpen these tools for
future problems they will encounter
28. Characteristics of an effective
problem solver
• Effective problem solvers
▫ have a "can do" attitude!
▫ consider every position as though it were their
own
▫ avoid the experience trap.
▫ gain commitment from all parties involved
▫ seek win-win solutions
29. As part of problem solving…
• The supervisor is not expected to solve ALL problems instead s/he
should know how to
▫ refer the problem to the proper people,
▫ delegate appropriately, and
▫ keep work moving.
• The supervisor needs to take complete responsibility for getting the
facts needed.
30. As part of problem solving…
• Avoid making a major issue out of each problem.
▫ Good planning can avert many crises
▫ Put each issue into perspective so that alternatives can be
evaluated and an appropriate amount of time can be devoted to
finding the solution.
• Avoid inappropriate responses to failure.
▫ Acknowledge mistakes, but do not dwell and agonize over them.
It is more important to learn whatever lesson the mistake can
teach, and then move on.
31. As part of problem solving…
• Remember to draw on easily available information.
▫ Have some of the alternatives been tried before?
▫ If so, what was the outcome?
▫ Also consult with other colleagues in the organization
or with outside experts.
• Beware of promising too much.
▫ Don’t make promises you can’t keep to your
subordinates or your boss.
34. Types of Decisions
• What would be your approach to the 3 types of
decisions?
▫ How would you go about making a
Routine decision?
Adaptive decision?
Innovative decision?
Who would you involve?
Would you delegate the decision making?
Would you pass it on to your boss?
Would you consult a colleague or an outside
expert?
Would you ask your team members for their
input?
What process would you use?
Would you insist on what you believe is the best
decision or discard yours in favour of what the
team decides?
35. 1- experience and knowledge .
2- creating thinking.
3- self concept.
4- stress
5- interpersonal conflict
6- time available, money, energy
Factors affecting decision making
36. Factors affecting decision making
7-Routine versus non routine decision.
8-Risk associated with the decision.
9- Critical nature of work.
10-Written guidelines.
11-Organization’s attitude toward decision making.
12-Amount and kind of information available.
13-Degree of acceptance of decision and support.
14-Manager’s personal ability
37. Ingredients for Good Decision Making
• Follow a systematic process
▫ This process is usually similar to the problem solving process
involving between 5 and 8 steps
• Involve the team
• Delegate
▫ Usually routine decisions can be delegated
• Brainstorm
▫ This gives you a variety of alternatives to a decision
• Be creative
• Be objective
▫ Don’t be emotionally attached to a particular decision even when
it may not be the best.
38. The decision making process
• Characteristics of an effective decision making process:
• Effective decisions:
• Are conducted in a systematic, comprehensive way of
thinking.
• The consequences of the implemented decision are
determined.
• They result in positive outcomes and fewer negative
consequences.
• Are based on a "Goal-oriented" analysis of the situation, its
problems, and their alternative solutions.
39. The decision making process
1) Define the problem
▫ State the problem in broad terms
2) Gather information: from where!!!
• Stakeholders:
▫ Individuals, teams that are affected by the problem or its solution.
• Facts & data
▫ Research
▫ Results from experimentation and studies.
▫ Interviews of "experts" and trusted sources.
▫ Observed events, past or present, either personally observed
40. The decision making process
3) Develop and Weigh Alternatives
▫ Look at the situation in different ways; find a new
perspective that hasn’t thought of before. Once you have
listed or mapped alternatives, be open to their possibilities.
▫ After listing possible alternatives, evaluate them without
prejudice, no matter how appealing or distasteful
▫ Consider all criteria. While a particular decision may solve
the problem, it may not work if
resources aren't available, if people won't accept it, or if it
causes new problems
41. The decision making process
4) Select the best alternative
• Don't consider any alternative as "perfect solution." If there were,
there probably wouldn't be a problem in the first place
• Consider your intuition, or inner feelings in deciding on a course of
action
• Return to a trusted outsider: Is there something you missed?
Does he/she see a problem with your solution?
42. The decision making process
• 5) Implement the decision
▫ until it is acted on, a decision is only a good intention
• 6) Monitor progress
43. In making good decisions…
• Work with others … why
▫ Supervisors might encourage subordinates to come up with
alternatives to a situation requiring a solution.
▫ Team members can contribute more ideas for alternatives than
an individual working alone.
▫ The team will have a broader perspective since the experience of
the team is broader than an individual’s experience.
▫ People involved in the decision will better understand an
alternative selected and also be more likely to support the
decision.
44. In making good decisions…
▫ Involvement of subordinates in decision making provides
an opportunity for improving morale and employee self-
esteem.
▫ Recognition of the contributions of people is a powerful
motivator.
• Note however that
▫ Group decision making is slower than individual decision
making.
▫ There is an opportunity cost to the organization when employees
spend time in meetings rather than selling.
▫ If one person dominates the decision-making process, the value
of group input is lost.
45. In making good decisions…
• The supervisor should be wise to involve
subordinates in some but not all decisions.
▫ When a decision must be made quickly, like in an
emergency, the supervisor should probably make it alone.
▫ When the supervisor needs to build support for a solution,
such as in cutting costs or improving productivity, the team
process is useful.
▫ When the consequences of a poor decision are great, the
benefits of the group’s collective wisdom are worth the time
and expense of gathering the input
46. In making good decisions…
• Since a primary benefit of team decision making is the
variety of opinions and expertise, a supervisor leading a
decision-making meeting should be sure that everyone is
participating.
▫ The supervisor should concentrate on listening and
encouraging the input of others.
If someone is not participating, the supervisor may have to ask
for his or her opinion or thoughts on the matter at hand.
Whenever supervisors ask for inputs from subordinates, you
should be sure you intend to use the information
47. In making good decisions…
• Brainstorm
▫ It is another way to generate ideas in a team. It is the
process of coming up with as many ideas as possible.
▫ It may be structured, that is, each person takes a turn
suggesting an idea or unstructured that is individuals call
out whatever comes to mind.
▫ Team members state their ideas no matter how far-
reaching they may seem.
▫ No one may criticize or even comment on an idea until the
end of the process.
▫ All ideas are recorded.
▫ Evaluation or follow-up on ideas takes place after all ideas
are suggested.
48. In making good decisions…
• Be creative
▫ Creativity is the ability to bring about something imaginative or
new.
▫ In decision making, creativity means being able to generate
alternatives that are innovative or different from what has been
used in the past.
Thinking outside the box
• A fundamental way to become more creative is to be open to your
own ideas.
▫ think of as many alternatives as you can
▫ jot them down
▫ don’t evaluate them until after you have finished the list
49. Gradients of agreement
• This is a tool that supports team decision making.
▫ When teams are trying to come to agreement on an issue
there is rarely 100% agreement or 100% disagreement.
▫ Gradients of agreement can help to identify those “shades”
between the two extremes and send an indicator to the
Supervisor on whether there is strong or weak support for a
decision and therefore whether to go ahead and implement
even if the outcome of the team decision process is a “YES”.
Is it a strong “YES” or a weak “YES”
• It allows the team to identify where each person stands on the
issue and builds self awareness and ownership in the
decision-making process.
50. Gradients of agreement
• Consensus in team decision making is very important.
▫ It means that each team member indicates that they buy-in to the
decision and actively support its implementation, even if they did not
think it was the very best decision.
▫ The definition of consensus may be clear, but the part about “yes, I buy-
in” and “no, I don’t buy-in” is a little more complicated.
• One reason for the complication is that “yes” and “no” can have
many different meanings.
▫ Yes might mean “I love this decision” or it might mean “I’ll support this
decision even though I preferred a different proposal.”
▫ No might mean “I’m not yet convinced but I’m getting there” or it
might mean “I could never ever live with that decision.”
51. Gradients of agreement
• An expanded vocabulary to account for gradients of “yes” and “no”
helps team members better describe their thinking and feelings
about a proposal and be honest.
▫ Team members can register less-than-whole-hearted support without
fearing that their statement will be interpreted as a veto.
▫ It also provides the team with a way to gauge support quickly and with
less ambivalence tension.
• The scale has eight gradients of agreement.
▫ from “Enthusiastic Support” to “Strong Objection”
52. Gradients of agreement
3. Agree with reservations: “I can live with it”
4. Abstain: “I have no opinion”
5. Stand Aside: I don’t like this but I don’t want
to hold back the team
Lukewarm
Support
1. Fully Support: “I like it”
2. Endorsement with minor concerns: “I
basically like it”
Enthusiastic
Support
53. Gradients of agreement
6. Disagreement, but willing to go with majority - “I want my disagreement
noted, but I’ll support the decision.”
7. Disagreement, with request not to be involved in implementation - “I
don’t want to stop anyone else, but I don’t want to be involved in
implementing it.”
Meager Support
I can’t support the decision
Strong
Objection
54. Gradients of agreement
• When using the gradients of agreement, write the gradients in a visible
location in the meeting room. You can use numbers to represent the
different gradients – e.g., 1 for “fully support” and 8 for “strongly
object”.
• 1. Clearly state the issue under discussion
▫ Remember a team may have very scattered results if the topic and focus
of the discussion is vague or poorly understood.
• 2. Ask team members to express their level of support at this time in the
process.
▫ There are a variety of ways to capture their level of support:
Ask for a show of hands – “Please raise your hand if you are at #1,
endorsement.” Then repeat for #2, etc.
55. Gradients of agreement
Individual statements –
Go around the room, one person at a time, and ask each
person to state which gradient he or she prefers, and why. At
this point you don’t want group discussion; only listening for
understanding
Simultaneous declaration –
Have each person write the gradient (word or number) of his
or her preference on a large piece of paper. Have everyone
hold up his/her paper. Record the data.
Secret ballot –
Have each person write his/her preference on a slip of paper.
When everyone has finished, collect the ballots and tally the
results.
56. Gradients of agreement
• The tool provides team members with a wider choice of vocabulary
to indicate their level of support for a decision and also gives the
supervisor an indication of how strong the support is for a particular
decision
▫ In other words whether to implement it or not.
▫ There may be times when the support is not so strong and this
tool may help you determine this.
• Using this collaborative decision-making tool can help the team to
arrive at a decision that has a broad, enthusiastic level of support
and will enhance the commitment and likely success of the decision.
57. How to improve decision making
• 1- interpret information in more than one way.
• 2- set criteria of success beforehand .
• 3- ask other people
• 4- scrutinize the decision making process
• 5- Change your way of deciding and reevaluate your time, and
learning from experience
• 7- involve the team
• 8- be rational and objective
▫ Detach yourself emotionally from the decision
58. How to improve decision making
• 9. Educate people so they know how to make appropriate decisions.
• 10.Seek support of top management for decision making at the lowest
possible level
▫ decentralization
• 12. Managers should deal only with those decisions requiring their level of
expertise, support implementation of decisions, and credit the decision
maker.
• 13.Delegate decision making such as routine decisions to subordinates to
gain their trust, loyalty and to raise their self-esteem.