LUNCH TIME

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 Strategic Decision-making and Problem Solving

For Division Managers of

Sidama Bank

Facilitator: Temesgen Dagne

Hamle 10-12/2015
Ambassador Hotel, Addis Ababa, Ethiopia
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 Climate Setting

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Getting to Know Each Other

Write your nick name,

favorite food, hobbies,
and what do you admire
from the opposite gender
on a piece of paper. Do
NOT write your name.
 • Facilitator’s Name
• Educational Background
Self
Introduction • Experiences
• Values
Reporter

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 / Time Manager

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 Training Schedule

Activities Duration Minutes

Morning Session I 2:30 - 4:00 90 minutes
Tea break 4:00 – 4:30 30 minutes
Morning Session II 4:30 – 6:00 90 minutes
Lunch Break 6:00 – 7:30 90 minutes
Afternoon Session I 7:30----9:00 90 minutes
Tea break 9:00 – 9:30 30 minutes
Afternoon Session II 9:30 – 11:00 90 minutes

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 / Energy Team

1.
2.
3.

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Active participation

Respect each other’s idea

Mobile on silent mode

Be on time

No side talk
 Our Learning Approach

Entertaining Engaging Practical

Practice
• We empower our
trainees to use the
Internalize
new knowledge
• We enable participants to and skills or
make attitudinal or methods and
Understand behavioral
translate into
• We enable our trainees to transformation as part of
their profession by actual application.
perceive the meanings
Learn and purpose of each understanding the lessons
• Our trainings serve as training topics aligned learned.
a tool for participants with their profession.
to gain or acquire new
knowledge or skills.
 • Limited Lecture
• Experiential sharing
• Group Discussions
Training • Cases
Methods
• Games
• Group Exercises
• Self-evaluation Exercises

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 Learning Pyramid:
what’s been remembered three days later.
5
%

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 Your Expectations

From the
From the
Trainer
Training

From From Your

Yourself Colleagues

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 define the concepts of strategic decision
Making and problem solving

apply problem solving steps

Training Objectives apply decision making models

enhance critical thinking skills

explain emotional intelligence

 Training Contents

 Session 1: An Overview of Strategic Decision-making

and Problem Solving

 Session 2: Decision-Making Models

 Session 3: Decision-making Styles, Errors and Biases

 Session 4: Problem Solving

 Session 5: Critical Thinking and Decision-making

 Session 6: Emotional Intelligence and Decision-making

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 Questions to Ponder

What is the What is What are

vision of the the values
SDB Sc.? mission of of SDB
SDB Sc.? Sc.?
Vision
• To be the leading inclusive
financial service provider in
Ethiopia.
Mission
• To provide accessible and modern
banking services to the urban and
rural population of our country in
order to create value to all its
shareholders and stakeholders.

Core Values
• Excellence
• Integrity
• Initiation
• Teamwork
• Innovation
• Social responsibility
• Impartiality
• Learning organization
 As a manager you must articulate the mission,

vision, values, strategies of your organization.

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An Overview of Strategic Decision
Making and Problem Solving
 Reflective Activity

Question 1 Question 2 Question 3

What is strategic
What is What is problem decision making and
decision solving? problem solving?
making?
 What is Decision Making

A
Examining Heart of an Making a
systematic
possibilities Organization choice
process
 What is a problem?

A questions to be The gap between

answered. what is and what
is desired.

An inquiry from A situation that

given conditions causes difficulty,
to investigate a stress or doubt.
fact.
 Concept of Problem Solving
`

The process The process of The art of

of solving any achieving identifying
kind of goals by problems and
problem. overcoming implementing
obstacles. the best
solution.
  Decision Making: The thought process of
selecting a logical choice from the available
options; and
 Problem Solving: Finding a solution or a set
of alternative solutions to a challenging or
difficult matter; effort to fill a perceived gap
between the current state and the desired
state.

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 Decision-making and Problem Solving

 Problem solving and decision making takes a

major part of manager’s professional life.

 No manager can escape from problem solving

and decision making on a particular situation.

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 the
 Strategic decision-making is
process of charting a course
based on long-term goals and a
longer term vision.
Strategic  Strategic decision-making refers

Decision to when a business bases its

shorter-term decisions on
Making the longer-term vision for
and the direction of the
organization.
Problem  This method typically entails
Solving using small, quantifiable goals
that contribute to its overall
mission.
 Characteristics of Strategic Decisions

 Concerned with Scope of an Organization's activity.

 Matching of activities with environment.

 Matching of activities with resource base.

 Affects operational decisions.

 Affects nature and magnitude of strategies.

 Affects long-term direction of company.

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 Types of Decisions

Programmed Non-programmed
 Programmed vs. Non-programmed Decisions
Characteristics Programmed Non-programmed decisions
decisions

Type of problem Structured Unstructured

Managerial level Lower level Upper level

Frequency Repetitive New, unusual

Information Readily available Ambiguous or incomplete

Time frame for solution Short Relatively long

Solution relies on Procedures, rules, Judgment and creativity

and policies
 Table Group Work

Each table groups will be assigned 1 type of decision.

Table 1: Programmed Decision
Table 2: Non-programmed Decision

Discuss these questions:

 In what way does your assigned type of decision show
up in the work you do?
 What are the advantages and disadvantages of each
type of decision?
Write your solutions to manage the shortcomings of each
decision type.
Designate someone to report out.

You have 15 minutes.

 Decision Making Conditions

1.Certainty 2. Risk 3.Uncertainty 4. Ambiguity

 a) Certainty

 The ideal situation for making decisions is one of certainty,

 It is a situation where a manager can make accurate decisions

because the outcome of every alternative is known.

 Certainty means that all the information the decision maker needs

is available.
 Managers have information on operating conditions, resource

costs, or constraints, and information on each course of action and

possible outcome.
 Few decisions are certain in the real world. Most contain risk,

ambiguity and/or uncertainty.

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 b) Risk

 A far more common situation is one of risk, conditions in which

the decision maker is able to estimate the likelihood of certain

outcomes.
 Under risk, managers have historical data from past personal

experiences or secondary information that lets them assign

probabilities to different alternatives.
 Risk means that a decision has clear goals and that good

information is available, but the future outcomes associated with

each alternative are subject to chance.

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 b) Risk … cont’d

 However, enough information is available to allow the

probability of a successful outcome for each

alternative to be estimated.
 Statistical analysis could calculate the probabilities of

success or failure.
 The measure of risk captures the possibility that

future events will render the alternative unsuccessful.

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 c) Uncertainty
 What happens if you face a decision where you’re not

certain about the outcomes and can’t even make reasonable

probability estimates? We call this condition uncertainty.
 Managers do face decision-making situations of uncertainty.

 Under these conditions, the choice of alternative is

influenced by the limited amount of available information
and by the psychological orientation of the decision maker

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 c) Uncertainty … cont’d

 Uncertainty means managers know which goals they wish to

achieve, but information about alternatives and future events is
incomplete.
 Managers do not have enough information to be clear about
alternatives or to estimate their risk.
 Factors that may affect a decision, such as price, production
costs, volume, or future interest rates, are difficult to analyze
and predict.
 Managers may have to make assumptions from which to forge
the decision even though it will be wrong if the assumptions
are incorrect.
 Managers may have to come up with creative approaches to
alternatives and use personal judgment to determine which
alternative is best.
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 c) Uncertainty … cont’d

 Many decisions made under uncertainty do not

produce the desired results, but managers face
uncertainty every day.
 They find creative ways to cope with uncertainty in
order to make more effective decisions.
 Although managers try to quantify a decision when
possible by using payoff and regret matrices,
uncertainty often forces them to rely more on
intuition, creativity, hunches, and “gut feel.”

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 d) Ambiguity

Ambiguity is by far the most difficult decision

situation.
Ambiguity means that

 the goals to be achieved or the problem to be

solved is unclear,

 alternatives are difficult to define, and

 information about outcomes is unavailable.

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 d) Ambiguity … cont’d
Ambiguity is what employees

 would feel if a manager created expert groups,

 told each group to complete a project,

 but gave the groups no topic, direction, or guidelines.

 Ambiguity has been called a wicked decision problem.

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 d) Ambiguity … cont’d

 Managers have a difficult time coming to grips with the

issues.
 Wicked problems are associated with

 manager conflicts over goals and decision

alternatives,
 rapidly changing circumstances,

 fuzzy information, and

 unclear linkages among decision elements.

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 d) Ambiguity … cont’d

 Sometimes managers will come up with a “solution” only

to realize that they had not clearly defined the problem.

 Fortunately, most decisions are not characterized by

ambiguity.
 When they are, managers must conjure up goals and

develop reasonable scenarios for decision alternatives in

the absence of information.

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 Decision Making Process

6 1

Follow up and Defining the

evaluate the decision objective

5 DM 2

Make a choice and Diagnosing the

implement the problem
decision .
4 3

Evaluate alternatives Identifying viable

alternative courses
of action
 Four Factors in Decision Making

1. Quality
1 2 2. Speed

3. Execution

3
4 4. Effort
The Eight Elements of a Great Decision
Consider the holistic
Address the root cause, not impacts of a problem
just the symptoms

Shaped by consideration
of many different

1.
Are Timely

2.
8 viewpoints
3

7 4
Are made by a clearly Balance short-term and

5.
6.
accountable person long-term value

Are communicated well to

stakeholders Are made as close as
possible to the action
Guidelines for Effective Decision Making

1. Use information effectively

2. Enhance system for decision making

3. Empowering

4. Communicate Effectively

5. Delegate Pragmatically
Techniques for Improving Decision Making

1 2

Nominal
Brainstorming
Group
Technique

3 4
Delphi Consensus
Mapping
Technique
 Six C’s of Decision Making

6 1

Commit Construct

5 Enter 2
Text Here
Consider Compile

4 3

Compare Collect
 Common Mistakes Made in Decision Making
3
Not Considering
Priorities
1
Not taking
4
enough time Mistakes
Forgetting how to
say no

Lacking of
5
peace
Procrastinating
 Reflective Activity

Question 1 Question 2
Take one practical decision made
Evaluate the practices of in SDB and share the procedures
DM in SDB. you have followed.
If you are repeating what you did two years ago, is something wrong?
Strategic Decision Making
and Problem Solving
TRAINING PROGRAM
Day 2

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Deloitte Consulting, January 2017
Recap - Day 1 Personal Selling Skills Training, 58
 “የክረምት መሻገሪያህን በበጋ ተመልከተው፡፡” ኢትዮጵያዊያን

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6
64 Manage the change or it will manage you.
Decision Making Models
 Decision making models

1. Rational choice model

2. Cybernetic (bounded rationality) model

3. Organizational process model

4. Political decision making model

5. Garbage Can Model

6. Ethical decision making model

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 1. Rational Choice Decision Making Model
Focuses on how decisions ought to be made.

Assumes a decision maker is:

 completely rational (seeks to maximize)
 Unbiased
 all the information is available about all
possible alternatives,
 selects the optimum or best choice.
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 1. Rational Choice Decision … cont’d

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 2. Cybernetic (Bounded Rationality/Administrative)
Decision Making Model
 Derives from the criticism of the Rational Choice Model,
 Information constraint about alternative options,
 Today’s best decision may cause other problem,
 Have three assumptions:
1) The content of the decision affect at least two values that have trade-off

relations, meaning that realizing one value comes at the expense of the other.

2) The decision is made under conditions of uncertainty, meaning a state of

imperfect correlation between knowledge and the environment.

3) The authority to take the decision is scattered among several individual

players or organizational units.

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 2. Cybernetic (Bounded
Rationality/Administrative/Behavioral) Decision Making
Model …

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 3. Organizational process Decision Making Model

• Problem is difficult as it is and needs to be divided into parts

(“illumination through disaggregation”)

• Decisions are made by several actors/units,

• Decision made by standard operating procedures,

• The most important goal is the preservation of the

organization itself.
• The reduction of uncertainty is another major goal.

• Policy tends to be incremental, only marginally different from

the past because radical policy departures involve too much
71 uncertainty.
 4. Political Decision Making Model
 Decision maker is neither rational nor objective and unbiased,
 No information available about possible alternatives,
 Actions are not necessarily rational except in a political
sense,
 Outcome is not what any individual necessarily wanted,
 It is the result of negotiation & bargaining,
 They develop compromises that reflect the conflicts, the major
stakeholders, the diverse interests, the unequal power and the
confusion that constitutes politics.

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 5. Garbage Can Model

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 5. Garbage Can Model … cont’d
 Problem streams: issues or problems facing the

organization at a particular time.

 Solution streams: available solutions to a decision

maker. Not always directly connected to preset problem.

 Participant streams: Decision makers and others who

are available to decide.

 Choices streams: opportunities or chances to decide.

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 6. Ethical Decision Making Models

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 6. Ethical Decision Making Models … cont’d

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 Closing Round

Each person say one sentence about the day:

 Something you have learnt

 An action you will take as a result of what you

have learnt today

No more than 15 words please!!

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 • How relevant is decision making
under rationality to our era
where the environment is full of
Activity
volatility, uncertainty,
complexity, and ambiguity
(VUCA)?

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VUCA World
VUCA World … cont’d
81
Playing cards
Decision Making Styles, Errors and
Biases
 3.1. Decision-Making Styles

 Not all managers go about making decisions in the same way.

 There are significant differences in the ways individual

managers may approach problems and make decisions
concerning them.
 These differences can be explained by the concept of

personal decision styles.

 Personal decision style refers to differences among people

with respect to how they perceive problems and make

decisions.

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 3.1 Decision-Making Styles … cont’d

Research has identified four major decision

styles:

1. Directive,

2. Analytical,

3. Conceptual, and

4. Behavioural.

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 Dimensions of Decision-Making Styles
Ways of thinking
Rational: orderly, and consistent
Intuitive: creative, and unique
Tolerance for ambiguity
Low tolerance: require consistency and order
High tolerance: multiple thoughts simultaneously
Decision-Making Matrix
 3.1 Decision-Making Styles … cont’d

1. Directive style is used by people who prefer simple,

clear solutions to problems.

 Managers who use this style often make decisions quickly

because they do not like to deal with a lot of information

and may consider only one or two alternatives.
 People who prefer the directive style generally are

efficient and rational and they prefer to rely on existing

rules or procedures for making decisions.

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 3.1 Decision-Making Styles … cont’d

2. Analytical style: Managers with an analytical style like

to consider complex solutions based on as much data as

they can gather.
 These individuals carefully consider alternatives and often

base their decisions on objective, rational data from

management control systems and other sources.
 They search for the best possible decision based on the

information available.

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 3.1 Decision-Making Styles … cont’d

3. Conceptual style: People who tend toward a

conceptual style like to consider a broad amount of

information.
 They are more socially oriented than those with an

analytical style and like to talk to others about the

problem and possible alternatives for solving it.
 Managers using a conceptual style consider many broad

alternatives, rely on information from people and

systems, and like to solve problems creatively.
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 3.1 Decision-Making Styles … cont’d

4. Behavioral style is often the style adopted by

managers having a deep concern for others as

individuals.
Managers using this style like to talk to people one-on-

one and understand their feelings about the problem

and the effect of a given decision upon them.
People with a behavioral style usually are concerned

with the personal development of others and may

make decisions that help others achieve their goals.
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 • 1.What is your decision-
making style? ( Do you fit into
one style? Or are your styles
situational? )
GROUP • 2. In groups, determine the
EXERCISE decision-making styles of
managers in Sidama Bank, if
they fit into one or more of the
styles discussed.

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 3.2 Decision-Making Biases and Errors
 When managers make decisions, they not only use their own

particular style, they may use “rules of thumb,” or

heuristics, to simplify their decision making.
 Rules of thumb can be useful because they help make sense of

complex, uncertain, and ambiguous information.

 Even though managers may use rules of thumb, that doesn’t

mean those rules are reliable.

 Why? Because they may lead to errors and biases in processing

and evaluating information.

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Common Decision-Making Errors and Biases
 Decision-Making Biases and Errors… cont’d

 Overconfidence Bias

 Holding unrealistically positive views of one’s self and one’s

performance.
 Immediate Gratification Bias

 Choosing alternatives that offer immediate rewards and

that to avoid immediate costs.

Anchoring Effect
Fixating on initial information and ignoring subsequent

information.

6–
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 Decision-Making Biases and Errors …
cont’d
Selective Perception Bias
Selecting organizing and interpreting events based on

the decision maker’s biased perceptions.

Confirmation Bias
Seeking out information that reaffirms past choices and

discounting contradictory information.

 Framing Bias

Selecting and highlighting certain aspects of a situation

while ignoring other aspects.

6–
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 Decision-Making Biases and Errors …
cont’d
 Availability Bias

Losing decision-making objectivity by focusing on the

most recent events.

 Representation Bias

Drawing analogies and seeing identical situations when

none exist.
 Randomness Bias

Creating unfounded meaning out of random events.

 Decision-Making Biases and Errors
 Sunk Costs Errors

Forgetting that current actions cannot influence past

events and relate only to future consequences.

 Self-Serving Bias

Taking quick credit for successes and blaming outside

factors for failures.

 Hindsight Bias
 Mistakenly believing that an event could have been predicted once the

actual outcome is known (after-the-fact).

6–
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 • 1. In groups, identify common
decision errors and biases that
managers in Sidama Bank
make, and describe how each
Group error or bias is made.
Exercise • 2. Determine how could reduce
and/or eliminate such errors.

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Problem Solving
 Problem Solving
 If you have a problem at work, it is a good idea
to sort things out. This is called problem
solving.
 Problem solving involves defining a problem
and creating solutions for it.
 Basic intellectual process that has been refined
and systematized for the various challenges
people face.
 Involves a decision making steps focused on
trying to unravel an immediate problems which
can be viewed as a gap between “what is?”
and “what should be?”
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 Problem Solving… cont’d
 Problem makes leader better, not bitter.
 If you think you have a problem at work, there
are a number of ways to sort things out:
1. Talk to the person you are having a problem
with.
2. Talk to your supervisor to help you sort out the
problem.
3. Have a meeting with all the people who can
help you sort out the problem.

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 What is the
problem?

How can the If you think you Who is

problem be have a problem, involved in
solved? think about… the problem?

Why is
there a
problem?
 Why is it important to solve problems at work?

 People can get cross.

 Work does not get done.
 People are unhappy at work.
 Accidents can happen.
 Contracts can be lost.
 People leave work.

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 Some Do’s of Problem Solving

 Do say what the problem is for you.

 Do listen to what the problem is for the other

person.
 Do attack the problem, not the person.

 Do look for solutions that suite you both.

105
 Some Don’ts of Problem Solving
 Don’t be rigid.

 Don’t put people down.

 Don’t be angry or aggressive.

 Don’t stop listening.

 Don’t impose a solution without utilizing input from
stakeholders.
 Do not design a solution in a philosophical vacuum.
 Don’t act like you care.

106
 Approaches of problem solving
 Trial and error

 Intuition

 Scientific method/research process

 Modified scientific method

107
 Options for Problem Solving
Four main options for PS and DM.
 Option 1: Problem-solver decides alone (“I’ll decide”)

 Option 2: Problem-solver consults the group and then

decides alone (“Let’s talk, then I’ll decide”)

 Option 3: Participative decision by group members and

problem-solver (“Let’s talk, then we’ll decide”)

 Option 4: Problem-solver lets someone else decide

(“You decide”)

108
 Cave Rescue

Read the case and answer the

question that follow
C:\Users\Temesgen\Desktop\Decisio
n Making Cave Rescue.pdf
109
 Nature of Problems

03 01  Problems that lie

 Problems ahead
This is a sample text.
Insert your desired text he.
that have Problems
already
happened

02

 Problems you want to prevent from happening

This is a sample text.
Insert your desired text here.
 Types of Managerial Problems

Structured Unstructured

Crisis
 Table Group Work
1. Review the managerial problem you’ve been
assigned and ensure everyone understands the
problem.

2. Discuss and decide on upto three strategies to

effectively solve the problem.

3. Choose one person to be the spokesperson in plenary

to share a high-level summary of the problem you
discussed and your strategies for solving the problem.

You have 25 min.

 Steps of Problem Solving

1 4

06
Define the Select possible
Problem solutions

Analyse the
2
02 01 05
5
Select the best
problem solution

03 0 4
3 6
Generate Possible Implement and
Solutions Evaluate the
solution
 Tools for Distinguishing between Symptoms and Causes
of Problems

 What tools could you use for distinguishing

between symptoms and causes of problems you
identified?

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Tools for Distinguishing between Symptoms and
Causes of Problems

There are several tools to help problem solvers to

distinguish between symptoms and causes of

problems.
In this session we use two of them known as

 “5 Whys” method and

 “fishbone” diagram / Ishikawa Diagram

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 i. The “5 Whys” Method

“Why” can involve collecting adequate enough

information for the cause of a problem.

How to complete the 5 whys?

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 i. The “5 Whys” Method

 Write down the specific problem. Writing the issue

helps you to formulize the problem and describe it
completely. It also helps a team focus on the same
problem.
 Ask “why” the problem occurs. And write the answer
down below the problem.
 If the answer you just provided doesn’t identify the root
cause of the problem that you wrote down in step 1, ask
why again and write that answer down.
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 i. The “5 Whys” Method
Loop back to Step 3 until the team is in
agreement that the problem’s root cause is
identified.
Again, this may take few or more times than 5
Whys.
Don’t need to do exactly 5 Why’s.
You may find yourself using 3 to 7 “Why’s”
or more on a problem.
Strive for 5 Why’s (don’t quit too early!).
Base “Why’s” on facts and observations, not
opinions.
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Root Cause Analysis: Five Whys

Problem:
Orders are late going
•Product not completed
Why? on time
out the door.

•Spend too much time hunting

Why? down tools

•Tools are located in various

Why? places

•Different people store tools

Why? in different places

•No standard protocol for tool

Why? storage
 Group Discussion

1. Apply the 5- Whys method and/or the Fishbone

Diagram and the Pareto Principle/Rule … for
identification of the root-causes of customer
dissatisfaction or any other branch level problem in
Sidama Bank.
2. Another Problem: Select a KPI for your branch that you
had difficulty meeting…
3. Or, your Sidama Branch Deposits are too low for the
month or the quarter. Dig deeper-arrive at the root
cause/causes of the problem and solve them for the
next month/quarter to fill the gap.

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 ii. Fishbone diagram

 This is similar to the why-why approach in that it uses a

diagram which tries to set out the reasons behind a

particular situation.
 Its aim is to identify the various factors which contribute

to a problem.
 In this way, it helps to define and clarify what decision

or decisions need to be made.

 The emphasis in a fishbone diagram is on cause and

effect.
121 01/03/2024
 ii. Fishbone diagram… cont’d

 The problem situation is seen as the effect and the

factors which contribute to it are causes.

 The question to ask here is ‘what factors have caused

the effect?’

 Again the situation can be represented diagrammatically

— in this case by a diagram which looks like a fishbone.

 This, of course, is how this approach gets its name.

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 Fishbone diagram… cont’d

123 Weyra Consulting P.L.C. 01/03/2024

 Fishbone diagram… cont’d

124 Weyra Consulting P.L.C. 01/03/2024

 Root Cause Analysis: Fishbone Diagram

http://www.zarantech.com/blog/lean-six-sigma-tool-identifies-the-common-problem-of-late-coming-at-work-2/
 Techniques to Create Alternatives

 Problem solvers can use many approaches to create

alternative solutions.
 The focus here is on two techniques: brainstorming

and nominal group technique.

 Using a group problem solving process usually takes

more time.
 The time and effort spent generating options depends on

the importance of the decision being made.

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 i. Brainstorming

 The best-known and most widely used creative thinking

technique is brainstorming.
 It combines a relaxed, informal approach to problem solving

with lateral thinking.

 It encourages people to come up with thoughts and ideas that

can, at first, seem a bit crazy.

 Some of these ideas can be crafted into original, creative

solutions to a problem, while others can spark even more

ideas.
 This helps to get people unstuck by "jolting" them out of their

normal ways of thinking.

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 i. Brainstorming

 Brainstorming is a technique by which a group attempts

to generate ideas or find a solution for a specific problem by

amassing ideas spontaneously and without judgment.
 An experienced facilitator should run the brainstorming

session.
 Be careful not to overuse or misuse brainstorming.

 Individuals produce a greater number of ideas working

alone than they do through brainstorming in small, face-to-

face groups.
 Group effects often inhibit idea generation.

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 i. Brainstorming

ACTIVITY
What are the basic rules for brainstorming?

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 Basic Rules for Brainstorming
 Participants call out as many ideas as possible. No criticism or
judging of ideas is permitted so as to encourage the free flow of
creative ideas.
 Do not edit ideas should not be elaborated or defended, just
quickly stated and recorded.
 Quantity is vital — the aim is to get as many ideas as possible.
 When brainstorming, all ideas are OK — even ones which seem
entirely ‘off the wall’. The obvious solution is sometimes the best.
It may not, anyway, be obvious to everyone; and it may be
possible to twist an obvious idea into something not so obvious.
 Don’t fear repetition, either! Accusing someone of being repetitive
is a form of adverse criticism and should be avoided . Combining
other ideas and taking another person’s ideas a step further or
using them for yet another idea is good..
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 ii. Nominal Group Technique
 This approach to identifying creative alternative
solutions uses the variety of ideas available from a group
of problem solvers;
 It differs from brainstorming in two ways.
 First, it takes brainstorming a step further by adding a
voting process to rank the ideas that are generated.
 Second, it prevents the domination of discussion by a
single person, encouraging every group member to
participate.

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 ii. Nominal Group Technique

 The nominal group technique involves two phases where

 independent idea generation phase comes first

 followed by an interactive phase to discuss ideas in

groups.

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 Nominal Group Technique Procedure
a. Each individual silently writes her or his ideas on a
piece of paper
b. Each idea is then written on a board or flip chart one at
a time in a round-robin fashion until each individual has
listed all of his or her ideas.
c. The group then discusses and clarifies each of the ideas.
d. Each individual then silently ranks and prioritizes the
ideas.
e. The group then discusses the rankings and priorities of
the ideas.
f. Each individual ranks and prioritizes the ideas again.
g. The rankings and prioritizations are then summarized
for the group.
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 Problem Solving Strategies

1. Do it yourself 2. Influence others

3. Assign
someone 4. Do nothing
 TABLE TEAM TASK
 Review your assigned problem solving strategy.
 Table 1: Do it yourself
 Table 2: Influence others
 Table 3: Assign someone
 Table 4: Do nothing
 Identity 2 examples where you have applied
this problem sovling strategy
 You have 20 minutes
Pitfalls in Problem Solving

Failure to clearly identify the problem

Failure to eliminate preconceived

ideas
Failure to communicate

Failure to follow up

Failure to use appropriate resources

  Group Exercise (40 minutes)
1. Identify problems in Sidama Bank?

2. Evaluate the practices of problem solving in Sidama

Bank ? Hint: Use SWOT analysis.

3. Suggest possible actions to be taken in connection

to problem solving so as to uplift the

accomplishment of the bank goals and objectives.

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 Closing Round

Each person say one sentence about the day:

 Something you have learnt

 An action you will take as a result of what you

have learnt today

 No more than 15 words please!!

138
Critical Thinking and Decision
Making
 Concept of Critical Thinking

Critical: Critical
Thinking is thinking is
means basically any controlled,
requiring mental purposeful and
careful activity; can be more likely to
judgment. aimless and lead to obvious
uncontrolled; it beneficial
results.
may serve a
purpose.
 Standards of Critical Thinking

01 Clarity Relevance 04

02 Precision Consistency 05

Logical 06
Correctness
03 Accuracy

08 Completeness 07
Fairness
Major Habits of Critical Thinkers

Develop Intellectual Humility

Be a Critic, not a Cynic

Challenge your assumptions and beliefs

Work through complex issues

and Problems
Have Confidence in your
Reasoning ability
 Components of Critical Thinking
01
Interpretation

06 02
Self-Regulation . Analysis

05 03
Evaluation . Inference

04
Explanation
 The Critical Thinking Mind
=
The Educated Mind

144
 Importance of Critical Thinking

Decision Problem
Making Solving

Professional Creativity
Judgment
 System Thinking

A framework for Helps to see

seeing inter- interconnections
relationship.

Focus on
interrelationshi See process
p rather than
snapshots

Show that
there is no
Seeing circles
outside
of causality not
in line
Emotional Intelligence and Decision
Making
Last night I opened the windows and let mosquitoes all
inside then I closed the windows and slept outside. "It is
called confusing the enemy”.
The four intelligence /capabilities
The whole person paradigm (Steven Covey)
Capacity for
Higher dimension of knowledge and the
intelligence ability to analyze,
Our drive to live for meaning reason, think
and propose… having a abstractly, use
sense of meaning to our life. language, visualize,
E.g. Abebech Gobena and comprehend.
Gandhi, Marthin Luther,
Mother Teresa…

Our self-knowledge, self-

Our ability to maintain
awareness, social
and develop our physical
sensitivity, empathy and
fitness.
ability to communicate
successfully with others.
 What is Emotion?
• Emotions are a complex
Anger Sadness Fear psychological state that
serve a biological
Enjoym Surpris purpose- they tell us
Love
ent e when our needs are met
not being met.
Disgust Shame • whether we like it or
not, emotions are
involved in every
single decision and
action we take.
• It is okay to have
150 emotion, but
 Emotional Intelligence
 It is our learned ability to identify, understand and
manage our emotions and those of others.
 EI is the capacity of recognizing our own feelings
and those of others, for motivating ourselves, and for
managing emotions well in our relationship with
others.
 Ability to detect, express, and manage emotion in
oneself and others.
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151
The four Dimensions/Competencies of Emotional
intelligence
Emotio
nal
Intellig
ence
Intra- Inter
personal personal
competenci Competenc
es ies
-Self- Awareness -SocialAwareness
-Self-Management -Social Skill/Relationship
management
 1. Self-awareness
• Deep understanding of one’s emotions, strengths and

weaknesses.
• Self awareness can be developed:

• Listen to your listening.

• Notice the origin of your story.

• Observe your automatic ways of being.

153
153
 Blind
Open Johari Window area/self/s
area/self,
free pot
area/self Known to self Not known to self

Known to Open Blind

others

Not known
to others Hidden Unknown
Hidden
area/self,
Unknown
Avoided
area/self
area/self
 The Johari Window

155
156
 Leading Organization
Managing large group or various groups
• Leading Strategic Direction/Strategic
Foundations
• Strategic Analysis (Environmental scan)
• Managing Change in organizations
• Culture Awareness
• Systems Thinking
• Organizational Communication
 How to Master Self-awareness

1. Have open mind

2. Be mindful of your weaknesses

3. Keep yourself focused

4. Create boundaries

5. Know your emotional triggers

6. Practice daily self-discipline

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158
 General rule on feedback
 KKK

 3Ks

 Kiss, Kick, Kiss

 Self Management

1. Self Control
1 2 2. Trustworthiness

3. Adaptability 3
4 4. Innovativenes
s
 3. Social Awareness

The greatest ability in

business is to get along with
others and influence their
actions! John Hancock

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 3. Social Awareness … cont’d
 Social awareness is an expansion of your emotional
awareness.
 Socially aware leaders and managers are good at
acknowledging people’s strengths, accomplishments,
and development.

• Empathy
Social • Service Orientation
Awareness • Social Responsibility
Skills • Organizational Awareness

162
 4. Relationship Management
 RM is the ability to be aware of the emotions of the people
you interact with and along with your own emotions and to
build a strong working relationship. You need to:

Influence their beliefs and feelings, Inspire them

Develop their capabilities
Manage change
Resolve conflicts
Build strong personal bonds
Support teamwork
163
Build collaboration
164
The arrow shows causation.
 Decision making and emotional intelligence
Do not get emotional or sentimental when you are
taking a decision.

165
 Closing Round

Each person say one sentence about the day:

 Something you have learnt

 An action you will take as a result of what you

have learnt today

 No more than 15 words please!!

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