Powerpoint
batoolstar1980
Problemsolving.pptxProblem Solving
Prepared by:
Fadiah Abdullah Kariri
Zahrah Mohammed Dallak
Huda Alonazi
Outline:
Definition of problem and problem solving.
Problem Solving Methods.
Problem Solving Models.
Vicarious Learning To Increase Problem-Solving And Decision-Making Skills.
Advantage and disadvantage of Group Problem Solving.
Stumbling Blocks.
Definition
Problem
“a deficiency or undesired situation”( Le Storti et al.,1999)
Problem solving
Problem solving is the process of designing, evaluating and implementing a strategy to answer an open-ended question or achieve a desired goal.
Focused on trying to solve an immediate problem, which can be viewed as a gap between “what is” and “what should be”
Problem-Solving is a skill that can be learnt; many times by role modeling and mentoring.
Decision-making relies on scientific problem-solving process.
Problem-solving Methods
1.Trial-and-error method
People with little management experience tend to use the trial-and-error method, applying one solution after another until the problem is solved or appears to be improving. These managers often cite lack of experience, time, and resources to search for alternative solutions.
Heuristics (which are defined as shortcut mental strategies that help simplify information) use trial-and-error methods or a rule-of-thumb approach to problem solving, rather than set rules.
2. Experimentation
Involves testing a theory (hypothesis) or hunch to enhance knowledge, understanding, or prediction. Data are collected and analysed and the results interpreted to determine whether the solution tried has been effective.
3. Past experience and intuition
Everyone has various and countless experiences. Individuals build a repertoire of these experiences and base future actions on what they have considered successful solutions in the past.
Intuition relies heavily on past experience and trial and error. The extent to which past experience is related to intuition is difficult to determine, but nurses’ wisdom, sensitivity, and intuition are known to be valuable in solving problems.
Some problems are self-solving
YES NO
Question
Although the postoperative assessment of a client reveals no abnormalities, the nurse believes the client's condition is deteriorating and orders frequent vital signs. This intervention was made on the basis of which type of problem solving?
Select all that apply.
1. Experimentation
2. Intuition
3. Satisficing
4. Past experience
5. Trial-and-error method
Answer 2,4
Intuition , Past experience
Problem Solving Models
Problem solving models are used to address the many challenges that arise in the workplace. While many people regularly solve problems, there are a range of different approaches that can be used to find a solution.
1. The Six Step Problem Solving Model
2. Managerial Decision-Making Model
3. Nursing Process
4. Integrated Ethical Problem-Solving Model
1. The Six Step Problem Solving Model
To solve a problem you need to follow this six-step process;
Complex challenges for teams and working groups are usually solved more quickly by using a shared, collaborative, and systematic approach to problem solving.
Step One: Define the Problem
The definition of a problem should be a descriptive statement of the state of affairs, not a judgment or conclusion.
At this stage groups will use techniques such as: • Brainstorming • Interviewing • Questionnaires As this step continues, the PS group will constantly revise the definition of the problem. As more symptoms are found, it clarifies what the real problem is.
Step Two: Determine the Root Cause(s) of the Problem
Once all the symptoms are found and the problem diagnosed and an initial definition agreed, the PS group begins to explore what has caused the problem.
In this step the problem solving team will use tools such as:
• Fishbone diagrams
This technique help collate the information in a structured way, and focus in on the underlying causes of the problem. This is called the root cause.
Step Three: Develop Alternative Solutions
At this stage it is not about finding one solution, but eliminating the options that will prove less effective at dealing with both the symptoms and the root cause.
Step Four: Select a Solution
In the fourth step, groups evaluate all the selected, potential solutions, and narrow it down to one.
This step applies two key questions.
1. Which solution is most feasible?
2. Which solution is favoured by those who will implement and use it?
Step Five: Implement the Solution
Once the solution has been chosen, initial project planning begins and establishes:
• The project manager.
• Who else needs to be involved to implement the solution.
• When the project will start.
• What actions need to be taken before implementing the solution.
• What actions need to be taken during the implementing the solution.
• Why are these actions necessary?
Step Six: Evaluate the Outcome
TIPS TO HELP WITH PROBLEM-SOLVING
Think before acting. Use a problem-solving process.
Think clearly – stay open-minded. Separate facts from opinions.
Consider the evidence (information) – do not jump to conclusions. Don’t try to make the facts fit the solution you want to use.
Ask as many questions as you can. Make sure you are asking the right questions to find out what the problem really is.
Be selective. You cannot solve every problem. Make sure the problem is yours to solve.
If a problem seems to be overwhelming, break it into parts.
Don’t wait for a problem to occur. If you can take action before a situation turns into a problem, do so.
Question
The nursing group has been charged with the task of solving a patient care problem on the unit. Which step should this group take first in this process?
1. Investigate what has already been tried to solve the issue.
2. Brainstorm about potential solutions.
3. Gather information to define the problem.
4. Categorize information in order of reliability.
Answer
3. Gather information to define the problem.
At the beginning of a brainstorming session, the manager lists the rules to be followed. Which rule should be included and enforced?
1. Do not suggest any solution that is prohibitively expensive.
2. Suggest only ideas that the group has not already tried.
3. Do not critique any ideas presented.
4. Limit the session to the first 15 ideas.
Answer
3. Do not critique any ideas presented.
A group of nurses has been convened to solve a problem. As the first step in this process, the group leader asks for a definition of the problem to be solved. Which statement reflects the best problem statement?
1. Emergency department nurses do not make professional client handoff reports.
2. Long-term care facility nurses lack the education to make complete assessments prior to client transfers.
3. Housekeepers are getting sloppy about cleaning rooms.
4. Unit clerks have made 10 transcription errors in the last 6 months.
Answer
4. Unit clerks have made 10 transcription errors in the last 6 months.
Problem Solving Models
2. Managerial Decision-Making Models
To address the weaknesses of the traditional problem-solving process, many contemporary models for management decision making have added an objective-setting step.
These models are known as managerial decision-making models or rational decision-making models.
Managerial Decision Making Model
1. Determine the decision and the desired outcome (set objectives).
2. Research and identify options.
3. Compare and contrast these options and their consequences.
4. Make a decision.
5. Implement an action plan.
6. Evaluate results.
3.The Nursing Process
The nursing process, developed by Ida Jean Orlando in the late 1950s, provides another theoretical system for solving problems and making decisions.
include at least five steps:
1. Assess
2. Diagnose
3. Plan
4. Implement
5. Evaluate
A serious disagreement has arisen between two staff nurses. The unit manager elects not to make a decision regarding the disagreement until more evidence is collected. Which part of the nursing process does this manager's critical thinking reflect?
1. Assessment
2. Diagnosis
3. Planning
4. Evaluation
Answer
2. Diagnosis
4.Integrated Ethical Problem-Solving Model
1. State the problem.
2. Collect additional information and analyse the problem.
3. Develop alternatives and analyse and compare them.
4. Select the best alternative and justify your decision.
5. Develop strategies to successfully implement a chosen alternative and take action.
6. Evaluate the outcomes and prevent a similar occurrence.
Vicarious Learning To Increase Problem-Solving And Decision-Making Skills
Case studies, simulation, and problem-based learning (PBL) are some of the strategies that have been developed to vicariously improve problem solving and decision making.
Case studies
may be thought of as stories that impart learning.
They may be fictional or include real persons and events, be relatively short and self-contained for use in a limited amount of time, or be longer with significant detail and complexity for use over extended periods of time.
Simulation
provides learners opportunities for problem solving that have little or no risk to patients or to organizational performance.
For example, some organizations are now using computer simulation (known as discrete event simulation) to imitate the operation of a real-life system such as a hospital.
Based on chosen alternatives, the simulation can determine the relative performance of patient throughputs, the timeliness of care, and the appropriateness of resource utilization, thus integrating management priorities and operational decision making (Hamrock, Paige, Parks, Scheulen, & Levin, 2013).
Problem-based learning (PBL):
learners meet in small groups to discuss and analyse real-life problems. Thus, they learn by problem solving.
The learning itself is collaborative as the teacher guides the students to be self-directed in their learning, and many experts suggest that this type of active learning helps to develop critical thinking skills.
Group Problem Solving
Traditionally, managers solved most problems in isolation. This practice, however, is outdated Both the complexity of problems and the staff’s desire for meaningful involvement create the impetus for using group approaches to problem solving.
Today consensus-based problem solving, inherent in shared governance, is the norm.
Advantages of Group Problem Solving
Groups collectively possess greater knowledge and information than any single member and may access more strategies to solve a problem. Under the right circumstances and with appropriate leadership.
Groups can deal with more complex problems than a single individual, , especially if there is no one right or wrong solution to the problem.
Individuals tend to rely on a small number of familiar strategies; a group is more likely to try several approaches.
Group members may have a greater variety of training and experiences and approach problems from more diverse points of view.
Together, a group may generate more complete, accurate, and less biased information than one person.
Groups may deal more effectively with problems. That cross organizational boundaries or involve change that requires support from other units or departments.
Participative problem solving has additional advantages: it increases the likelihood of acceptance and understanding of the decision, and it enhances cooperation in implementation.
Disadvantages of Group Problem Solving
Also managers may resist using groups to make decisions. They may fear that they may not agree with the decision the group makes.
Group problem solving also can be affected by groupthink. Groupthink is a negative phenomenon that occurs in highly cohesive groups that become isolated.
Group problem solving also has disadvantages: it takes time and resources and may involve conflict.
Members who are less informed or less confident may allow stronger members to control group discussion and problem solving.
Also groups tend to make riskier decisions than individuals. Groups are more likely to support unusual or unpopular positions (e.g., public demonstrations).
Individuals who lack information about alternatives may make a safe choice, but after group discussion they acquire additional information and become more comfortable with a less secure alternative.
Stumbling Blocks
The leader’s personality traits, inexperience, lack of adaptability, and preconceived ideas may be obstacles to decision making and problem solving.
Personality
The leader’s personality can and often does affect how and why certain decisions are made.
Managers are often selected because of their expert clinical, not managerial, skills. Inexperienced in management, they may resort to various unproductive actions.
On the one hand, a nurse manager who is insecure may base decisions primarily on approval seeking.
2. Rigidity
an inflexible management style, is another obstacle to problem solving.
It may result from ineffective trial-and-error solutions, fear of risk taking, or inherent personality traits.
The person who uses a rigid style in problem solving easily develops tunnel vision—the tendency to look at new things in old ways and from established frames of reference.
In today’s rapidly changing health care setting, rigidity can be a barrier to effective problem solving.
A nurse manager's supervisor reports that many staff members have complained about the manager's rigidity. What situations reflect this rigidity?
Note: Select all that apply.
1. The manager has historically used trial and error as a decision-making strategy.
2. The manager takes unnecessary risks when staffing the unit.
3. The manager is not concerned when staff members arrive late to work.
4. The manager uses old ways of thinking to solve the day-to-day issues of the unit.
5. The manager does not consider the advice of the assistant manager when making a decision.
Answer: 1, 4
3. Preconceived Ideas
Effective leaders do not start out with the preconceived idea that one proposed course of action is right and all others wrong. Nor do they assume that only one opinion can be voiced and others will be silent.
They start out with a commitment to find out why others disagree. If the staff, other professionals, or patients see a different reality or even a different problem, leaders need to integrate this information into developing additional problem-solving alternatives.
Sullivan E.J. & Decker P.J. (2018). Effective Leadership & Management in Nursing.9th ed. Pearson Prentice Hall.
Leadership roles and management functions in nursing: theory and application/Bessie L. Marquis, Carol J. Huston.—8th edition.
Deniz Kocoglu, R. N., et al. "Problem solving training for first line nurse managers." International Journal of Caring Sciences 9.3 (2016): 955.
https://graduateway.com/problem-solving-methods-nursing/
