Workforce passport program session 6&7 problem solving and decision making skills

2. What is problem solving?
10 Ingredients of good decision making.
Earthquake!
Problem solving styles
Problem solving workshop

3. decision1.mp4

4. OUTCOMES
1. Aware of Problem solving steps & tools.
2. Root causes differs from Symptoms
3. Identify your own problem solving style
4. Improve problem solving and decision making skills
5. Improve creative thinking
6. Top 10 rules of decision making

5. Leaders face problems
Paid more? Solve problems.
Success is the ability to solve problems and make
right decisions.
Learnable or gift!

6. 7 STEPS PROBLEM SOLVING
1- Define, real facts.
2-Causes, why and why? number of reasons
matter.
3- Possible solutions
4-any decision is better than no decision at all,
make a decision.
5-Assign to act, who, when, standards
6-schedule of reporting, deadlines! Measurs.
7-action, action, action, you or someone else.

7. PROBLEM
A perceived gap between the existing
state and a desired state, or a
deviation from a norm or standard.

8. DECISION
Choice between alternative
solutions to a specific
problem.

9. PROBLEMS ARE CLASSIFIED INTO:
1. Have already happened.
2. Lie ahead.
3. Wanna prevent from happening.

10. APPROACHING PROBLEMS, 3 WAYS:
1. Delay your reaction.
2. Snap decision, little or no thinking.
3. Professional approach using decision making
practices.

11. SUSTAINABLE PROBLEM SOLVING
Every one
Every idea
Build on
Secondary data whenever possible.
Creativity counts.

12. WIN-WIN DECISIONS, HOW?
Data based.
Seek needed information or data.
Discuss criteria( $, T, impact…)
Explore different interpretations of data.

13. DECISION TYPES, 3:
1. Autocratic.
2. Consultative.
3. Group decision.
Poor decisions? Way out..
Making Decisions Shouldn't be this Hard - The
Lunch Decision.mp4

14. FACTS VS. INFORMATION
Facts
Knowledge
Experience
Analysis
judgment
Information
Advice
Experimentation
intuition
Dynamic world
Absence of facts go to info + opinion

15. INGREDIENTS OF GOOD DM
1) Focus on the most important thing. Of all the things
you're judging, one factor is the most important and
must be given greater weight than anything else.
2) Don't decide until you're ready. Don't act on
impulse or succumb to decision panic.
3) Look for all the good things that can happen. Make
your decisions as if you were afraid of missing a
wonderful opportunity.

16. 4) Consider the decisions sitting on the back burner.
"The best decision you'll ever make is probably the
one you've been putting off," he stresses.
5) Base your decision on self-acceptance. Look
yourself in the mirror and ask: What about me needs
to be true for this decision to work out? If you
understand and accept who you really are, decisions
will work out.

17. 6) Look ahead. Figure out how your decision will play
out over time.
7) Turn big decisions into a series of little decisions.
"Instead of doing something because you guess it's
the best thing to do, you take small steps, get more
information, and then finally decide," he says.
8) Don't feel you're locked into only one or two
alternatives. There are always more, if you look for
them.

18. 9) Get what you need to feel safe. For some people,
that means knowing the worst that can happen; or
needing to know they can back out at the last
moment; or needing to know everyone they care
about agrees with the decision; or fully
understanding the situation they are in and how to
win. Identify your safety needs related to the
decision at hand.
10) Do what you really want. People who make good
choices ask themselves what they want and give a
lot of weight to that.

19. THE EARTHQUAKE
Group workshop
10 minutes
Individual score
Group score

23. PROBLEM SOLVING STYLES

24. PROBLEM SOLVING MODEL
What is my problem?
Why is that a problem?
What are some ways I can solve my
problem?

25. • Identify problem
• Seek causes
• Define real problem
definition
• Alternative solutions
• Choose the best solution
Decision
making
• Plan a course of action
• Implement (ACT, ACT, ACT)
Plan
organize

26. OTHER WAY
Perception
Definition
analysis
GO/ No
GO
Alternative generation
Evaluation
DM
Divergers
accommodators

27. THE RIGHT WAY!
 T/E
 Experience
 Repertoire
 Carpenter
 Formal steps helps to create flexible, workable
solutions

28. PROBLEM DEFINITION & IDENTIFICATION
 Perception
• Whose? How? Why? What?
• Legitimize it, OK!
• Different POV
• Group agreement
• Avoid perception wars

29.  Definition
• PAG – PAU
• What, What is not a problem.
• Diagram
 Analysis
• Ask basic Q.
• Breakdown: Revenues are down:
factory, shipping, salespeople!
• Exemplify not generalize
• Experts!

30. DECISION MAKING
Brainstormig

31. Checkerboard
Main solution Possible specific solutions
Increase R via Products New pdct Factory X2
Decrease expenses Fire CEO Close factory Digitize
Increase R via
Marketing
Hire
mascot
New TV ad Liaison with marketing
agent

32.  Evaluation
• Sort
• Pros, cons.
• Like don’t like.
• Order ideas.
• Then develop criteria checkerboard
Doable? Like it? Afordable?
A y y Not sure
B N N Y

33.  Decision making
• Group consensus
• Both/and method, not ! Option only.
• Facilitate voting, discard the nonimportant options.
• Focus on agreement

34.  Planning
• What needs to be done?
• Who will do?
• Resources needed?
• Deadlines?
Small task + small task + small task = overall time.

35. B
 Implmentation
• 3 activities cycle:
1. What you are gonna do
2. Doing it
3. Reacting – feedback.
P28
Case study:
Spaghetti problem
Balloon problem

36. THE PROBLEM SOLVING TOOLKIT
Basic tools
Is/is not
Graphics
Basic questions
Criteira
Analysis
Break it up

37. FISHBONE PROBLEM SOLVING TOOL

38. OPEN QUSTI