Participant
Uploaded by
Desheng ChewParticipant
Uploaded by
Desheng ChewParticipants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Correct
Answer
Box of matches
Food concentrate
Diff.
Undamaged
Items
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Correct
Answer
Box of matches
Food concentrate
Diff.
Undamaged
Items
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Correct
Answer
Box of matches
Food concentrate
Diff.
Undamaged
Items
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people often will
mentally evaluate the ideas being discussed, yet is it important not to evaluate them out loud
during the discussion.
Typically, many of the ideas created are impractical due to the nature of the problem itself.
Also, the brainstorming process (see the Brainstorming Guidelines below) is free-wheeling and
may result in some interesting yet impractical ideas. Impractical ideas will be eliminated
when problem solvers move to Step 3 and evaluate alternatives based on standards and
criteria. For that reason, each participant in a brainstorming discussion should work on not
evaluating - the really bad or impractical ideas will be eliminated in Step 3, so it is proper to
avoid evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few good
solutions (high quality) will emerge, leading to the desirable outcome of picking a solution in
Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6). Look for
success (or lack of it) with the initial idea-generating process during that case. Look for (1)
what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a problem, such as
What alternatives are available for increasing a certain output of the work group?
Each group member is asked to work silently and alone to prepare a list of ideas to solve
the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-robin manner.
Ideas are recorded on a flip chart or other visual aid large enough for all to see. The roundrobin process continues until all ideas are presented and recorded.
A period of structured interaction follows during which group members openly discuss and
evaluate each recorded idea. At this stage ideas may be reworded, combined, deleted, or
added.
Each member votes, privately ranking the recorded ideas in order of perceived importance.
Following a brief discussion of the outcome of the vote, one more private vote is conducted.
The groups preference is finally determined by the total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of ideas available
from a group of problem solvers; however, it differs from brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of group
interaction when generating alternatives. Also, it is proactive rather than reactive because it
requires people to create their own ideas. Using this technique may help when a group is
brand-new (i.e., have not had time to develop as a group). Nominal grouping is also useful
when the work group is a mix of new employees and veterans because it tends to limit the
us vs. them dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a mother ship on
the lighted surface of the moon. Due to mechanical difficulties, however, your ship was forced
to land at a spot some 200 miles from the rendezvous point. During the landing, much of the
equipment aboard was damaged, and since survival depends on reaching the mother ship,
the most critical items avail-able must be chosen for the 200-mile trip. Listed below are the
15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of their
importance to your crew in allowing them to reach the rendezvous point. Place the number 1
by the most important item, the number 2 by the second most important, and so on through
number 15, which would be the least important item. You have 15 minutes to complete this
phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Participants Manual
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Louisiana State University |Office of Human Resource Management |304 Thomas Boyd
Hall
Baton Rouge LA 70803|225-578-2280 | 225-578-9499 (F) | [email protected]
Effective Problem
Solving & Decision Making
Comprehensive Public Training Program (CPTP)
Sponsored by the Louisiana State Civil Service
Effective Problem Solving &
Decision Making
Office of Human Resource Management
304 Thomas Boyd
Louisiana State University
Baton Rouge, LA 70803
Phone (225) 578-2280
FAX (225) 578-9499
[email protected]
9/29/2014
Comprehensive Public Training Program 3
Identifies and analyzes problems.
Uses sound reasoning to arrive at conclusions.
Finds alternative solutions to complex problems.
Distinguishes between relevant and irrelevant information to make logical judgments.
Develops new insights into situations and applies innovative solutions to make organizational
improvements.
Designs and implements new or cutting-edge programs and processes.
Exercises good judgment by making sound and well-informed decisions.
Diagnose potential and actual problems.
Demonstrate the ability to identify the root causes of problems.
Use creative problem solving techniques to generate multiple solutions.
Evaluate alternative solutions and select the best one based on available data.
EFFECTIVE PROBLEM SOLVING AND DECISION MAKING
Course Description
This class teaches participants effective problem solving and decision making skills. The
instructor will guide participants through the process of identifying root causes of problems,
generating solutions to problems, establishing decision-making criteria, and using those
criteria to select the best alternative solution to problems. Participants will learn to evaluate
the benefits and risks of individual versus group decision-making approaches. Case situations
will be used to help participants learn how to apply the problem solving and decision making
processes to their own work situations.
Job Outcomes
Learning Objectives
Comprehensive Public Training Program 4
Definition of a Problem: A problem exists when there is a gap between what you expect to
happen and what actually happens.
Problems must be resolved for organizations to function properly.
Supervisors must be aware of current situations to recognize whether a problem exists.
Definition of Decision Making: Decision making is selecting a course of action from among
available alternatives.
Process of analyzing critical data to determine the best decision.
We do not always select the best choice when faced with alternatives.
Need a rational, systematic, and effective approach for deciding on a course of action.
Organization has limited resources (i.e., number of employees, time, money, etc.) and
those limits require managers and supervisors to make choices.
The Difference between Decision Making and Problem Solving
While both processes are systematic, problem solving involves defining a problem and
creating solutions for it. Decision making is selecting a course of action from among available
alternatives. Problem solving (Steps 14) always involves decision making (Step 3). However,
not all decision making involves solving a problem. For example, a supervisor may have to
make decisions about employees, resources, workload, etc. without having a problem to
solve.
DEFINING PROBLEM SOLVING AND DECISION MAKING
Comprehensive Public Training Program 5
Four steps are involved in problem solving:
STEPS IN THE PROBLEM SOLVING PROCESS
Define the Problem
1
Create Alternative Solutions
2
Evaluate alternatives and select one
3
Implement and follow up on the solution
4
Decision Making
Comprehensive Public Training Program 6
CASE STUDY: THE FRUSTRATED MANAGER
Small Group Exercise
Manuel Talbot does not approve of what he saw this morning, and it frustrates him. What he
saw when he looked out of his office window in the agencys building this morning was mudsplattered storage buildings, dirty state-owned vehicles, and even some spider webs. Manuel
is a manager for the state and is in charge of the ZYXW work group for the Region. He is a
second-line manager, which means four other ZYXW supervisors report to him in the Region.
For the last few months, Manuel has looked out of his window and has seen the buildings,
vehicles, and equipment in the same condition that they were this morning. Unfortunately for
Manuel, another work group is in charge of the storage buildings, state-owned vehicles and
other equipment that can be seen from Manuels window. The other work group, the one in
charge of the buildings, vehicles, and equipment is the VUTS group. Jeff Gnash is in charge of
VUTS, and he is a second-line manager just like Manuel.
Manuel is frustrated by this situation. In his mind, he runs an orderly ZYXW work group and is
upset that Jeff seems to run the VUTS group with no concern for the impression it makes when
people see the buildings, vehicles and equipment in such condition. This is especially
frustrating to Manuel because the agencys work is divided up as follows:
Manuels ZYXW group is responsible for designing the work to be done by the agency for
this Region.
Jeffs VUTS group is responsible for physically completing the work that the ZYXW group
designs.
Then, the ZYXW group inspects the completed work done by the VUTS group after it is
finished.
For the last few months Manuels frustration peaks whenever he looks out of his window and
sees the VUTS groups storage buildings, work vehicles and equipment in such a sad state.
Sometimes, he wonders how they can do their jobs with all the mud, dirt and spi-der webs all
over everything. Manuel has to admit that the VUTS group does good workafter all, ZYXW
inspects VUTSs work. Still, hes not sure how long he can handle the situation.
One day the agency announces a big change. The two departments, ZYXW and VUTS, are
going to be merged into one group as part of an agency-wide reorganization plan. Manuel is
now going to be in charge of the new, single group in the Region, called the ZYTS group. Jeff
Gnash is being transferred to a different Region to do the same thing.
Now that Manuel is in charge, what are some things he should do in the next few
weeks?
Comprehensive Public Training Program 7
DEFINING THE PROBLEM
Diagnose a situation so that the focus is on the real problem, not just on its symptoms.
Symptoms become evident before the problem does.
Define the Problem
1
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem
Defining the Problem
Comprehensive Public Training Program 8
As a practical matter, this means that most of the problems we face (and decisions we make)
are done in one step fashion. We use existing knowledge, experience and skill to address
issues that are usually similar to but not identical many of the problems, decisions and
issues we have faced over time.
If a problem-solver can handle 75% to 80% of the issues he or she faces using experience and
current knowledge, doing so allows the problem solver to address issues efficiently. Put
another way, there is not enough time nor energy to use a structured, time-consuming
problem solving process to address each and every problem faced over a working career.
Efficiency in Step 1/Define the Problem means using the 4-step problem solving process on
the right problems in the first place.
Two guidelines to help problem solvers choose the right problems to solve:
Spend time calculating data and defining problems to avoid working to solve the wrong
problem.
Do not overspend resources on small scale problems.
Causes of Problems
Common categories of problem causes include:
Problem solvers need not limit themselves to these categories. There may be more or fewer
categories, depending on the work group.
SELECTING THE RIGHT PROBLEMS TO DEFINE
Equipment and/or tools
Materials
People
Policies
Methods and procedures
Work goals/work roles
Other external factors
Defining the Problem
Comprehensive Public Training Program 9
A useful tool to help problem solvers distinguish between symptoms and causes of problems
is using the 5 Whys with your work group.
Ask 5 Whys:
The First Why
Pick the symptom where you wish to start.
Ask the first why: Why is such-and-such taking place?
You will probably get 3 or 4 answers.
Put the answers to the first why on some flip chart paper for all to see, with plenty of space
between them.
The Next Whys
Repeat the process for every statement on the wall, asking why about each one.
Record each answer near its parent (the why that it came from).
Most likely, the answers will begin to convergewhere 10 or 12 separate symptoms may
be traced back to the root cause.
As the whys are traced back to their root causes, it may become clear that the problem is
not just a single event or a single persons decisionit is larger than that and has been
around for quite a while.
Avoid being distracted by blame-related answershandle each answer by recording it and
saying, OK, is that the only reason?
To be most effective, the answers to the 5 Whys must not blame individuals. No real change
occurs when blaming happens, and the root cause of the problem will still exist.
Defining the Problem
DISTINGUISHING BETWEEN SYMPTOMS & CAUSES OF
PROBLEMS
Comprehensive Public Training Program 10
USING THE 5 WHYS TO FIND THE CAUSE OF A PROBLEM
Group Discussion
Identify the cause(s) of a group members work-related problem. Use the worksheet on page
39 to record this information. The problem you select may be used later to complete the
problem solving process.
Listen to several problems from your group and select one to use for practice. The one you
select should be one that the problem owner has some influence over. The problem
selected must be a real-life issue, not a hypothetical one and not a combination of several
group members experiences.
Use the 5 Whys to backtrack from the symptoms of the problem to its cause. It may be
helpful to look at the factors that brought it about (see the table of problem cat-egories on the
page 8).
Defining the Problem
Comprehensive Public Training Program 11
Notes
After accurately defining the problem, problem solvers should determine who should be
involved in the problem solving process. Problems solvers must decide how to decide. Even if
the question never comes up, a choice has still been made.
When determining who should be involved in the problem solving process, four situational
factors should be considered.
Situational factors
Time The problem-solver must determine if there is enough time to use the work group as
par-ticipants in the process.
Information Does the problem-solver have enough information to make a quality decision
alone?
Capability Does the work group have the ability and willingness to be involved?
Group Acceptance Is the groups acceptance of the decision critical to its implementation?
Defining the Problem
FACTORS TO CONSIDER FOR PROBLEM SOLVING &
DECISION MAKING
Comprehensive Public Training Program 12
To decide the appropriate amount of group participation to use, supervisors/problem-solvers
should choose an appropriate problem solving/decision-making option. There are four main
options for problem-solving and decision making. The option chosen should match the
situational factors affecting the problem. Note that an organizations culture and the work
groups climate might emphasize or de-emphasize these factors and options.
The four decision-making options are:
Option 1: Problem-solver decides alone.
Option 2: Problem-solver consults the group and then decides alone.
Option 3: Participative decision by group members and problem-solver.
Option 4: Problem-solver lets someone else decide.
Defining the Problem
OPTIONS FOR PROBLEM SOLVING & DECISION MAKING
Ill decide. The problem-solver makes the decision alone and announces it after the fact.
An explanation of the reason for the decision may be given. This option is also used when the
supervisor has no choice or flexibility regarding the problem to be solvedhe/she is following
orders and transmits the orders to the work group.
Lets talk, then Ill decide. The problem-solver consults the group for information and
then makes the decision. Consulting the group could be done all at once at a meeting, or oneon-one if necessary. Before implementing the decision, the supervisor explains the rationale
behind it, and attempts to convince the work group of the benefits. The problem-solver may
invite questions and have a discussion.
Lets talk, then well decide. The problem-solver may present a tentative decision to
the group and ask for input. If the decision needs changing, it is changed based on group
participation and input. This option does not require voting, yet voting is one way to use the
participative option. Another way could be that the group convinces the problem-solver of
something, and he/she makes changes based on that strong belief by the (capable) group.
You decide. The problem-solver presents the situation to the group and describes the
criteria, resources, or outcomes limiting it. The group does the problem solving and decision
making. The problem-solver may join the group in the process.
Comprehensive Public Training Program 13
DECIDING HOW TO DECIDE
Small Group Exercise
Read the five (5) situations below and then, as a group, select the appropriate problemsolving or decision-making option that would be most appropriate for the situation. Refer back
to the table on the previous page for help, if necessary.
_____ 1. Flextime has become popular in your agency. Some work groups let each employee
start and end work when he or she chooses. However, because of the nature of the work in
your work group, your employees must all work the same eight hours. You are not sure of
their level of interest in changing work hours. Your employees are a very capable group and
like to make decisions.
_____ 2. Top management has decided to make a change that will affect all of your employees.
You know the employees will be upset because it will cause them hardship. One or two may
even quit. The change goes into effect in 30 days. Your employees are very capable.
_____ 3. You believe that productivity in your work group could be increased. You have thought
of some ways to increase productivity that may work, but you are not quite sure. Your
employees are very experienced; almost all of them have been in the work group longer than
you have.
_____ 4. You are the supervisor of a five-person work group. Your own manager has approved
the purchase of one new computer for your work group. The computer will arrive in one week.
The computer will go to one of your five employees since you already have a laptop that
works fine. As individuals, your employees capability levels vary, but as a group they are
highly capable under normal circumstances.
_____ 5. Your agency has completely reorganized how it delivers services to the public. This
change occurred 6 months ago. The new, larger work group you now supervise is made up of
your original employees from before the change, and a few others from different program
specialties. You are now responsible for supervising four different programs, where only 6
months ago, you focused on just one program. A problem has come up concerning how to
handle the increased workload. Your original employees are skilled in only one program area.
The newer employees are also skilled in only one program area each, although their
experience is in the different programs that were added 6 months ago.
Adapted from: Robert N. Lussier, Human Relations in Organizations: Application and Skill
Building. Boston: Irwin/McGraw Hill. 1999
Defining the Problem
Comprehensive Public Training Program 14
Create Solutions
CREATE ALTERNATIVE SOLUTIONS
Once a problem has been defined, the next step is to create
alternative solutions.
Generating possible solutions is a creative process.
Good alternative solutions take into account both short and
long-term issues.
To effectively create solutions, postpone the process of
selecting any one solution to the problem until Step 3.
Assure alternatives are consistent with work group goals.
Have alternatives build on each othermodify, combine with,
and hitchhike on other alternatives.
Techniques to Create Alternatives
Problem solvers can use many approaches to create alternative
solutions. The focus here is on two techniques:
Brainstorming
Nominal grouping
Create Alternative Solutions
2
If more than one person is involved in solving a problem,
alternatives can be proposed by all of those involved. Using a
group problem solving process usually takes more time, but
identifying the larger variety of ideas that a group can create
may be worth the extra time.
A common problem with generating alternatives is the tendency
to evaluate the alternatives as they are created. This tendency
may lead to selecting the first acceptable, though frequently not
optimal, solution.
Comprehensive Public Training Program 15
Brainstorming Guidelines
Criticism is prohibited.
Freewheeling is welcome.
Quantity is wanted.
Combination and improvement are sought.
The sole purpose of brainstorming is creating ideas. When brainstorming, people
often will mentally evaluate the ideas being discussed, yet is it important not to
evaluate them out loud during the discussion.
Typically, many of the ideas created are impractical due to the nature of the
problem itself. Also, the brainstorming process (see the Brainstorming Guidelines
below) is free-wheeling and may result in some interesting yet impractical ideas.
Impractical ideas will be eliminated when problem solvers move to Step 3 and
evaluate alternatives based on standards and criteria. For that reason, each
participant in a brainstorming discussion should work on not evaluating - the
really bad or impractical ideas will be eliminated in Step 3, so it is proper to avoid
evaluating (a Step 3 activity) while doing Step 2.
Brainstorming creates a large number of ideas (high quantity) from which a few
good solutions (high quality) will emerge, leading to the desirable outcome of
picking a solution in Step 3 that best solves the problem.
BRAINSTORMING
Create Solutions
Brainstorming
Criticism is
prohibited
Freewheeling is welcome
Quantity is welcomed
Combination and improvement are sought
Comprehensive Public Training Program 16
Group Activity
Brainstorm ways that you can cope with the changes that are occurring at work.
Brainstorm ways to cope
Look for duplication
Arrange ideas into related groups
Look for ways to combine and/or improve ideas
BRAINSTORMING
Create Solutions
Comprehensive Public Training Program 17
Create Solutions
CASE STUDY REVISITED
Group Discussion
Review the process used in the case study, The Frustrated Manager (on page 6).
Look for success (or lack of it) with the initial idea-generating process during that
case. Look for (1) what went well, and (2) what to do differently next time.
Comprehensive Public Training Program 18
Nominal Grouping Rules
Individuals (fewer than 10) are brought together and familiarized with a
problem, such as What alternatives are available for increasing a certain output
of the work group?
Each group member is asked to work silently and alone to prepare a list of
ideas to solve the problem.
After 10 to 15 minutes members share their ideas, one at a time, in a round-
robin manner. Ideas are recorded on a flip chart or other visual aid large enough
for all to see. The round-robin process continues until all ideas are presented and
recorded.
A period of structured interaction follows during which group members openly
discuss and evaluate each recorded idea. At this stage ideas may be reworded,
combined, deleted, or added.
Each member votes, privately ranking the recorded ideas in order of perceived
importance. Following a brief discussion of the outcome of the vote, one more
private vote is conducted. The groups preference is finally determined by the
total of the ranked votes.
This approach to identifying creative alternative solutions uses the variety of
ideas available from a group of problem solvers; however, it differs from
brainstorming in two ways:
Alternatives are created and evaluated in the same meeting, though
not at the same time.
The technique is highly structured and it intentionally restricts verbal
communication during the idea-generating phase.
The primary benefit of nominal grouping is that it reduces the inhibiting effects of
group interaction when generating alternatives. Also, it is proactive rather than
reactive because it requires people to create their own ideas. Using this
technique may help when a group is brand-new (i.e., have not had time to
develop as a group). Nominal grouping is also useful when the work group is a
mix of new employees and veterans because it tends to limit the us vs. them
dynamic that some-times occurs in groups.
NOMINAL GROUPING
Create Solutions
Comprehensive Public Training Program 19
Group Discussion
NASA Exercise Instructions
You are a member of a space crew originally scheduled to rendezvous with a
mother ship on the lighted surface of the moon. Due to mechanical difficulties,
however, your ship was forced to land at a spot some 200 miles from the
rendezvous point. During the landing, much of the equipment aboard was
damaged, and since survival depends on reaching the mother ship, the most
critical items avail-able must be chosen for the 200-mile trip. Listed below are
the 15 items left intact and undamaged after landing.
Your task is to work with your team and rank these undamaged items in order of
their importance to your crew in allowing them to reach the rendezvous point.
Place the number 1 by the most important item, the number 2 by the second
most important, and so on through number 15, which would be the least
important item. You have 15 minutes to complete this phase of the exercise.
NOMINAL GROUPING
Create Solutions
Rank
Correct
Answer
Box of matches
Food concentrate
50 feet of nylon rope
Parachute silk
Portable heating unit
Two, .45 caliber pistols
One case dehydrated pet milk
Two, 100-pound tanks of oxygen
Stellar map (of the moons constellation)
Life raft
Magnetic compass
Five gallons of water
Signal flares
First-aid kit containing injection needles
Solar-powered FM receiver-transmitter
Diff.
Undamaged
Items
You might also like
- Sample Assignment Assignment Front Sheet: Qualification Unit Number and Title100% (1)Sample Assignment Assignment Front Sheet: Qualification Unit Number and Title5 pages
- Module 13 PowerPoint Slide Deck - DOWNLOAD For PresentationNo ratings yetModule 13 PowerPoint Slide Deck - DOWNLOAD For Presentation34 pages
- Certificate in Administrative & Workplace Investigation Dubai UAENo ratings yetCertificate in Administrative & Workplace Investigation Dubai UAE3 pages
- Company Registration Process in Bangladesh For ForeignerNo ratings yetCompany Registration Process in Bangladesh For Foreigner3 pages
- PSMB Certified Trainer Curriculum StructureNo ratings yetPSMB Certified Trainer Curriculum Structure19 pages
- Problem Solving and Creative Thinking Module-1 Thinking As A Tool For Problem SolvingNo ratings yetProblem Solving and Creative Thinking Module-1 Thinking As A Tool For Problem Solving14 pages
- STAFFING - Recruitment - Selection - Training and DevelopmentNo ratings yetSTAFFING - Recruitment - Selection - Training and Development22 pages
- The Blake and Mouton Managerial Grid Leadership Self Assessment QuestionnaireNo ratings yetThe Blake and Mouton Managerial Grid Leadership Self Assessment Questionnaire4 pages
- Dlms Content Course Imports HMM 40499 English Career Management - HTMLNo ratings yetDlms Content Course Imports HMM 40499 English Career Management - HTML55 pages
- Implementation Guideline of HRD-TDF Oct2021No ratings yetImplementation Guideline of HRD-TDF Oct202110 pages
- MGT340 - Topic 3-Training & DevelopmentNo ratings yetMGT340 - Topic 3-Training & Development24 pages
- Case Study - Plight of An Intelligent Management Trainee100% (1)Case Study - Plight of An Intelligent Management Trainee2 pages
- Corporate Expectations: Prepared By-Aditi Gairola KathpaliaNo ratings yetCorporate Expectations: Prepared By-Aditi Gairola Kathpalia16 pages
- International Marketing Cateora 15th Edition Test Bank All Chapter Instant Download100% (4)International Marketing Cateora 15th Edition Test Bank All Chapter Instant Download102 pages
- 0020 Deployment Policy For Staff Relocation XCMG Hrpolices 31 20No ratings yet0020 Deployment Policy For Staff Relocation XCMG Hrpolices 31 202 pages
- Internship Report On "MNS Garments Printing: Compliance Issues and Insights of RMG Sector"No ratings yetInternship Report On "MNS Garments Printing: Compliance Issues and Insights of RMG Sector"53 pages
- Emotional Intelligence Training: Case Study - Medrad100% (2)Emotional Intelligence Training: Case Study - Medrad2 pages
- Mediation - Skills and Qualities of A MediatorNo ratings yetMediation - Skills and Qualities of A Mediator4 pages
- Best Practices of Talent Management and Succession PlanningNo ratings yetBest Practices of Talent Management and Succession Planning8 pages
- Job Preparation Interviewing Job SkillsNo ratings yetJob Preparation Interviewing Job Skills13 pages
- Model Question Paper - CIHRM EX III - Business Acumen (CIHRMS9, CIHRMS10)100% (1)Model Question Paper - CIHRM EX III - Business Acumen (CIHRMS9, CIHRMS10)4 pages
- Factors Influencing Working and LearningNo ratings yetFactors Influencing Working and Learning18 pages
- Improve Your Memory Power: a simple and effective course to sharpen your memory in 30 daysFrom EverandImprove Your Memory Power: a simple and effective course to sharpen your memory in 30 daysNo ratings yet
- Front Side Silver Paste 653G SDS - GENERAL - TEXANOL (English Version) V2.7 (PB)No ratings yetFront Side Silver Paste 653G SDS - GENERAL - TEXANOL (English Version) V2.7 (PB)6 pages
- Airlineindustrymarketingppt 100216075651 Phpapp02No ratings yetAirlineindustrymarketingppt 100216075651 Phpapp0236 pages
- B. C. Objective Attribution D. Defensive Attribution E. External AttributionNo ratings yetB. C. Objective Attribution D. Defensive Attribution E. External Attribution2 pages
