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8.2SevenStepProcess.pptxThe Seven-Step Problem Solving Process – A Rational Model for Making Sound Decisions
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Decision Making Models (US Army War College, Strategic Leadership Primer)
Rational Model: This approach, also known as “the rational-comprehensive” model, borrows from economic theory and has the goal of maximizing efficiency by picking the best alternative based on specific criteria. It is often described as a six-step process:
1. Define goals (Define, Identify, and Analyze the Problem)
2. Identify alternatives (Identify and Select Solutions)
3. Calculate the consequences (Evaluate the Solutions)
4. Decide the most favorable using a calculated ratio of benefits to costs
(Select Solutions)
5. Monitor implementation (Implement the Solution)
6. Begin again
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
References:
Army Field Manual 5-0, The Operations Process
Joint Publication 5-0, Joint Operation Planning Process
University of Pittsburgh
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Identifying the Problem
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Identifying the Problem
Well-structured problems:
Easy to identify
Required information is available
Methods to solve them are fairly obvious
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Identifying the Problem
Medium-structured problems:
More complex
May be more than one solution
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Identifying the Problem
Ill-structured problems:
Complex & dynamic
Most challenging to solve
No clear action to take because nature of problem is unclear
May be a “wicked problem”
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Defining the Problem “The Five Why’s”
- The “Five-Why Process” was introduced at Toyota to find solutions to manufacturing problems.
- The intent is to assure that the root causes are corrected and not superficial symptoms.
Ask “why has this problem happened?” to discover its underlying problem; then ask “why?” again to go deeper; continue until you reach the root cause.
As a leader it is important to identify problems early to allow decision makers time to implement corrective actions – make sure to define the root problem, not superficial symptoms.
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Defining the Problem
When defining the problem, ask the following:
Is the problem stated objectively using only the facts?
Is the scope of the problem limited enough for the group to handle?
Will all who read it understand the same meaning of the problem?
Does the statement include "implied causes" or "implied solutions?"
Has the "desired state" been described in measurable terms?
Do you have a target date identified?
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Analyzing the Problem A Tool for analyzing causes, effects, and/or symptoms
The Cause & Effect, or Fishbone Diagram, was first used by Dr. Kaoru Ishikawa of the University of Tokyo in 1943 - hence its frequent reference as a "Ishikawa Diagram". This diagram is used to identify all of the contributing root causes likely to be causing a problem.
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Analyzing the Problem
Questions to Ask When Analyzing the Problem:
What is the history of the problem? How long has it existed?
How serious is the problem?
What are the causes of the problem?
What are the effects of the problem?
What are the symptoms of the problem?
What methods does the group already have for dealing with the problem?
What are the limitations of those methods?
How much freedom does the group have in gathering information and attempting to solve the problem?
What obstacles keep the group from achieving the goal?
Can the problem be divided into sub problems for definition and analysis?
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Identifying Possible Solutions
When identifying possible solutions remember to:
Hold back from evaluating proposed solutions.
Make a point of "thinking outside" of your own experience and expertise.
Involve everyone in the process.
Go for quantity - at least 20 or so possible solutions before narrowing the list to between four and six of the best suggestions.
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Identifying Possible Solutions “Buzz Groups”
Steps:
The facilitator presents a target question to the group (e.g., How can we improve the concentration of free throw shooters?).
If the group is large, divide into smaller groups (approx. six people).
Each group is given a copy of the target question on an index card and a recorder/spokesperson is selected. The individual then writes all ideas on index cards.
The group spends a few minutes thinking of and evaluating ideas.
The group reports its list to the entire assembly.
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Selecting the Best Solutions
During this phase, the group should eliminate any solution that does not meet the requirements and focus on those that could ultimately be utilized. The group should be concerned with whether or not the solution chosen solves the problem or just minimizes it.
- Is the solution workable in relation to the problem?
Are there any limits that the solution presents?
When looking at the advantages and disadvantages, which are there more of?
Does the chosen idea live up to the standards of the decision criteria?
Are the facts and information gathered consistent with the proposed solution?
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Evaluating Solutions
Considerations:
What are the advantages of each solution?
Are there any disadvantages to the solution?
Do disadvantages outweigh advantages?
What are the long and short-term effects of this solution if adopted?
Would the solution really solve the problem?
Does the solution conform to the criteria formulated by the group?
Should the group modify the criteria?
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Decision Matrix Example
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Decision Matrix Example
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Decision Matrix Example
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Decision Matrix Example
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Decision Matrix Example
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Develop Action Plans
Considerations:
Have you considered what resources will be needed?
Have you developed contingency plans for the most critical action steps?
Are the necessary people aware of the contingency plans?
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Action Plan Example
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Action Plan Example
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Action Plan Example
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Action Plan Example
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Problem Solving
1. Define and Identify the Problem 2. Analyze the Problem 3. Identify Possible Solutions 4. Select the Best Solutions 5. Evaluate Solutions 6. Develop Action Plans 7. Implement the Solution
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Implement the Solution
Considerations:
What role will others play in evaluating progress during implementation?
How will you know if the implementation is on track?
How will you know when to implement the contingency plan?
Who makes the decision?
Has the goal been reached?
Are plans in place to ensure the problem does not resurface?
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And Finally…
“Effective leaders consider a problem an opportunity rather than a threat – an opportunity to learn, grow, and improve from both an individual and organizational perspective. If you, as a leader, do not perceive any problems (opportunities) in your organization you are out of touch.”
- Dan Jensen
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