unit22
qtavnf10901
edgeproblemsolving.ppt*
Problem Solving &
Decision Making
Achieving Desired Results
Edge Training Systems Inc.
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Welcome the group to Problem Solving & Decision Making developed by Edge Training Systems Inc.
Have participants sign in using the edge workshop sign in form.
30 Minutes allowed for group introductions depending on the size of the group.
2 Minutes - 30 Minutes
Opening Slide
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Course Outline
Definition Of Terminology
Six Stage Problem Solving Process
Techniques Of Problem Solving
Gap Analysis, Brainstorming
Tools Used In Evaluating Ideas
Knowledge Ranking Ideas, Pro-Con, Check Sheets, Impact / Implementation Analysis, Low Hanging Fruit Matrix
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Cover course outline in detail. This outline should be specific to your company needs. You can also add or take away optional activities to narrow down the length of this program.
2 Minutes
Page #1
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Course Objectives
After This Session, You Will Be Able To…
- Understand how to define problems and the objectives for solving them
- Learn how to creatively solve problems through the use of various techniques
- Demonstrate how to choose the best idea that will yield measurable results
- Take away a number of ideas that will become actionable items
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Discuss the course objectives. This would be a good time to ask participants if there are any other objectives they would like to see covered in this class.
List those on a flip chart in order to cover later in the class.
2 Minutes
Page #2
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Farmer’s Land Bequest
Subdivide a farmer’s property upon his death into four pieces of equal size and shape for distribution to his four offspring. All land given to each offspring must be adjoining itself, and it can not be distributed piecemeal.
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Activity
The Farmer’s Land Bequest, follow directions on screen.
When participants finish the activity, draw the correct solution on the board. Explain that the purpose of this exercise was to encourage creative thought and to put them into a frame of mind to solve problems as a team.
5 Minutes
Page #3
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Answer Key: Explain we are probably stuck in a paradigm of how to solve this. This forced you to think outside the box for the solution.
What previous experiences have you had that made it more difficult/easier to solve this problem?
What general type of problem is this?
What general principles could you invoke to aid you in solving future problems of similar nature?
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Definition Of Terms
Problem
A question or situation that presents doubt, perplexity or difficulty - something that needs to be corrected
Symptom
A phenomenon or circumstance considered as an indication or characteristic of a condition or event
Cause
Something that produces an effect, result, or consequence
Solution
The method or process of solving a problem
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It is important for participants to understand the terminology before we begin.
People think of problems and solutions going hand-in-hand. We are driven to find solutions when we are confronted with problems.
We often mistake symptoms for problems. We will talk about how to drill down deeply to find the real problem and the cause so you can begin to try to find solutions. Solutions are possibilities, ideas, strategies, desired results.
3 Minutes
Page #4
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Problem Solving Video
As You Watch The Video, Please Take Note Of The Six Steps In The Problem Solving Process
Record Your Ideas On Page #5 Of Your Workbook
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Show the Problem Solving & Decision Making Video. Prep participants to take notes regarding the 6-step process in their workbook on page #5.
Video
24 Minutes
Page #5
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Problem Solving Process
Define The Problem
Identify Root Cause, What Needs To Be Fixed?
Analyze The Problem
Define Current State & Future Desired State
Develop Solutions
Brainstorm Ideas
Evaluate Solutions
Systematically Identify Drivers & Barriers
Choose & Implement The Best Solution
Create Action Plans, Timelines, Measurable Results
Follow Up & Evaluate Progress
Evaluate & Adjust Solutions
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Review the six step process of solving problems.
We will cover steps 1 - 6 in more detail in this class.
3 Minutes
Page #6
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Problem Solving Process
Define The Problem
Get the facts, who, what, when, where, why, and how
Make sure that what looks like a problem is not just a symptom
Drill down to the cause of the problem by asking “why” a number of times
Look for something that changed at the same time the problem arose
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Step #1Defining The Problem
This step allows us to determine the root cause and treat the problem, not the symptom
Asking “why?” is the backbone of creative problem solving. You are usually faced with symptoms and we try to solve the symptoms not the root problem.
If you don’t ask why and dig deeper, you won’t be solving the real problem or finding the real cause of the problem.
5 Minutes
Page #7
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Root Cause - Ask Why?
“My car doesn’t start.”
- Is that the problem? No, that is a symptom.
“Why didn’t the car start?” The battery is dead.
- Is that a problem or a symptom? Probably a symptom.
“Why did the battery go dead?”
- This forces you to think of all the things that would kill a battery, like a bad alternator, a loose belt, lack of fluid in the battery, bad connection, left the lights on, etc, etc.
- You check out all of these possibilities and you fix the true problem. If you had a bad alternator and had only replaced the battery, did you solve the problem?
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My car doesn’t start. Is that the problem? No, that is a symptom.
“Why didn’t the car start?” The battery is dead. A dead battery is probably a symptom of the true problem.
“Why did the battery go dead?” This forces you to think of all the things that would kill a battery, like a bad alternator, a loose belt, lack of fluid in the battery, bad connection, left the lights on, etc, etc.
You see the value of asking why?
2 Minutes
Page #8
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Other Tips / Summary
- Asking “why” numerous times is the backbone of problem solving
- This helps you in determining root cause, to treat the true problems, not symptoms
- Break complex problems into smaller parts and solve the small parts
- When having difficulty, step away, let it sink in and go back to it when you are fresh
- Involve other people with different points of view
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Asking why is the backbone of problem solving.
Break complex problems into smaller parts and solve the small parts.
When there is disagreement about the problem, get all the data and facts.
When you are having difficulty in understanding the problem, leave it for a while, let it sink in, go back to it when you are fresh.
Involve other people with different points of view.
5 Minutes
Page #8
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Problem Solving Process
Analyze The Problem
Conduct a gap analysis
What are we trying to accomplish
Define the current & the desired state
This shows you where you are and where you want to be
Prioritize if more than one objective is identified to solve the problem
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What are you trying to achieve by solving this problem? Involve the people who have a stake in solving the problem. Get their input. Make sure that everyone fully understands the problem or you may find that you are getting different solution objectives.
The objectives should be specific & measurable. Paint a picture of the desired result, so that everyone involved can visualize it.
2 Minutes
Page #9
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Gap Analysis Activity
Complete A Gap Analysis
“Increase In Profitability”
| Current State Where You Are | Desired State Where You Want To Be |
| Inefficiencies in productivity Wasted resources, supplies Too much overtime | Efficient productivity Tighten belts on expenses Additional staffing |
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Activity
Gap Analysis, Where we are vs. where we want to be
You are not trying to solve this problem, you are performing a gap analysis to determine where we are now and where we want to be.
We want to move from the current state to the future desired state.
10 Minutes
Page #10
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Drivers & Barriers
Think Of The Forces That Will Support Or Block The Implementation Of Your Plan.
List These “Drivers” & “Barriers” Below
| Drivers Forces That Will Support Your Plan | Barriers Forces That Will Block Your Plan |
| Increase In Productivity Accounting Support More Efficient Equipment | Vendors Reducing Costs Higher Repairs & Maintenance New Training On Equipment |
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Activity
Drivers & Barriers
In this activity you are thinking of the forces that will support your plan (Drivers) and the forces that will block your plan (Barriers).
Driver could be, support people, products, equipment, etc.
Barriers could be, non-supportive people, high cost products, etc.
10 Minutes
Page #10
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Problem Solving Process
Develop Solutions
Brainstorm all possible solutions
Requires group commitment
Groups made up of people with different points of view are more productive
Encourage participation and think the impossible is possible
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Step # 3 Developing Solutions begins with brainstorming all possible ideas. You goal is to go for quantity of ideas.
3 Minutes
Page #11
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Brainstorming Ideas
Allow time to think about the topic
Break the group up into smaller groups
Realign groups to expose people to new ideas
Encourage people to speak their mind freely
Incorporate activities that encourage movement
Introduce a new train of thought or activity
Actively engage people through questioning
Sidestep to another thought on the same topic
Take a break, add energy, humor or stimulation
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Some people are more comfortable sharing their ideas in smaller groups.
Realign groups, people who spend a lot of time together begin to think alike, promote creativity.
Encourage people who are hesitant, otherwise, they will just go along with the group to avoid making waves.
Incorporate activities. Stimulate the energy in the room by introducing a new train of thought, taking a break, stretch, joke, throw a ball around.
3 Minutes
Page #11
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Brainstorming Rules
No judgment – Do not criticize anyone’s ideas
Everyone must understand the objective
Everyone must participate
Quantity - Go for as many ideas as possible
Wild ideas accepted - get playful, far-out
Hitchhiking on other ideas is desired
Switch your point of view. What if . . . ?
Record all ideas
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Explain the rules of brainstorming. When running a brainstorming session, it is wise to set up ground rules. The main objective is to set rules that encourage free thinking and participation.
3 Minutes
Page #12
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Brainstorming Activity
Generate As Many Ideas As Possible
How Do We Increase Profitability?
Record Your Ideas On Page #13
Be Prepared To Report Out To The Group
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Activity
How do we increase profitability?
Generate as many ideas as possible. Give participants 15 minutes to record all of their ideas. Then, ask participants to share their ideas and compare if the others had anything different.
15 Minutes
Page #13
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Idea Stimulators
In a perfect world, what would this look like?
What if . . . ?
What if a famous or historical person were solving this problem?
Asking Why? Why? Why?
How else could this be done?
What does this look like to the customer ?
. . . to another department ?
. . . to a newcomer?. . to a child ?
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Cover Idea Stimulators, emphasize to participants they sometimes need a fresh outlook in order to change perspectives on problem solving.
This helps them step outside the box and look for new, innovative ways of solving problems.
3 Minutes
Page #14
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Questioning ? ? ?
The key to generating a lot of ideas is to ask a lot of questions
Questions provoke a search for knowledge and for understanding
Ask who, what, where, when, why, and how about all aspects of the problem to be solved
Questions lead to new thoughts, ideas and possibilities
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Questioning is the quickest and most direct way to stimulate creativity. Try to avoid questions that go into an endless loop, going nowhere, such as Why me? And Why did it have to happen?
Rather, ask questions that open the mind, that search for information, alternatives.
Questions are empowering because of this. They lead to new thoughts, new ideas, new possibilities, new solutions.
2 Minutes
Page #14
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Mind Mapping
Helps you to see the big picture visually.
Helps you to identify the relationships between processes and ideas.
Helps you to organize your ideas into groups/topics.
Can be used with the other problem solving techniques.
Notes, Presentations, Planning
Pondering Alternatives
Starting A Project, Search Mode
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There are many ways to use Mind Maps? Mind maps give you a visual picture of flow charts, processes and procedures.
Mind maps can be used anytime you are in a search mode, pondering alternatives, or trying to start a project.
3 Minutes
Page #15
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Mind Mapping Tips
Problem
New Idea
New
Problem
New Idea
New
Problem
Idea
Idea
Idea
Idea
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Explain the mind mapping procedures, cartwheel method, start with problem, then generate ideas. This creates a visual and separates ideas into categories.
As you click through this slide, illustrate how visually mapping the problem, we can sometimes see the problem leads us to an alternative solution.
3 Minutes
Page #16
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Mind Mapping
How Can We Increase Profitability?
Cut Expenses
Inventory
Supplies
Products
Advertising
Cross Sell
Up Sell
Raise Prices
New Accounts
Cut Production
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Explain the process and show this example of mind mapping, emphasize the different categories or causes that might be affecting our problem.
You can alter this slide to the specific needs of your organization.
As you click through this slide, the various categories will appear on the screen.
5 Minutes
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Mind Mapping
Draw A Mind Map To Generate Ideas To Solve A Problem.
How Can We Increase Profitability?
Use Page # 17 To Draw Your Mind Map
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Activity
Draw a mind map to generate ideas for this problem.
How can we increase profitability? Or any other problem you would like to solve.
Move people around again to form new groups.
Allow 10 minutes to draw a mind map of ideas. Have each group present their mind maps.
10 – 20 Minutes (Optional)
Page #17
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Problem Solving Process
Evaluate Solutions
Compare your ideas to your solution to determine which idea will most completely satisfy the objectives
Be scientific by utilizing the methods of developing criteria
Make your solutions actionable
Rate the potential of each item
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Step #4 Evaluate Solutions
Choosing the best solution is usually easy if the previous steps are done well. It will probably be obvious.
But, sometimes the problem is more complex and requires more consideration. Then, you would probably want to take more time and give more thought to choosing. Be scientific by utilizing the method of developing criteria.
3 Minutes
Page #18
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Today’s Methods:
Rank The Ideas Using Current Knowledge
Identify Advantages And Disadvantages
Impact/Implementation Difficulty Analysis
Complete A “Low Hanging Fruit” Matrix
Compare Our Findings Based On Results
Evaluating Solutions
The Obvious Choice Would Be The Idea That Ranks The Highest Using All The Methods
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Explain the methods we will cover today. You can practice a few of these, or all of them, depending on the time allotted for your workshop.
Examples are provided in this workshop, however, feel free to add your own evaluation methods, or use the examples provided.
3 Minutes
Page #18
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Evaluating Solutions
How Do We Increase Profitability?
Refer To Your Ideas On Page #13
Rank Your Ideas From 1 – 5
(Using Your Current Knowledge Base)
Record Your Top 5 Ideas On Page #19
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Activity
Choose the best solution to the original problem: or chose an idea of your own.
How do we increase profitability?
List your top 5 ideas in order of preference using your current knowledge base.
10 Minutes
Page #19
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Evaluating Solutions
How Do We Increase Profitability?
Using Your Ideas On Page #19
Pick Your Top 3 Ideas
List The Advantages & Disadvantages
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Instruct participants to list the advantages & disadvantages of their selected problem.
This method should help them see the drivers & barriers to their problem.
10 Minutes
Page #20
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Problem Solving Process
Choose & Implement Best Idea
Choose the best idea based on evaluation
Design an implementation strategy
Create action plans, time lines, etc
Assign tasks, goals & objectives
Determine measurable results
Create a contingency plan
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Choosing the best solution is usually easy if the previous steps are done well. It will probably be obvious.
After evaluating the criteria, this will help you in your decision making process. Criteria will change based on the organization, resources, and problem.
Now the work of planning, delegating, setting time lines will be critical in the implementation plan.
3 Minutes
Page #21
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Impact / Implementation
L = Low, M = Medium, H = High
| Idea # | Task or Action | Business Impact | Implementation Difficulty |
| 1 | Cut Expenses | H | L |
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Explain the Impact/Implementation Difficulty Analysis. This method allows you to list your ideas, and using your current knowledge base, helps determine the level of business impact and the level of implementation difficulty.
The ideal solution will have a high level of business impact and a low level of implementation difficulty.
8 Minutes (Optional Activity)
Page #22
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Low Hanging Fruit Matrix
Level of Business Impact
Level of Difficulty
| High | ||
| Medium | ||
| Low | 1 | |
| Low | Medium | High |
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The Low Hanging Fruit Matrix allows you to take your Business Impact and Implementation Difficulty and plot in on the matrix to catch the “Low Hanging Fruit”.
Plot your ideas in the matrix as it relates to difficulty & impact. The example here shows idea #1 has a low level of difficulty with a high level of impact.
Again you are looking for the lowest level of difficulty with the highest business impact.
10 Minutes (Optional Activity)
Page #23
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Problem Solving Process
Follow Up & Evaluate Progress
Follow through with solutions
Establish accountability
Monitor and track progress
Evaluate results and adjust solutions
Fall back on your contingency plan if needed
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The final step is to follow up and evaluate progress. This is key to the successful implementation of your solution and probably the area we most often forget.
Follow up by explaining the importance of evaluating your ideas and tracking progress.
If our solution does not work, we may be forced to fall back on our contingency plan to achieve the desired results.
3 Minutes
Page #24
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Problem Solving Process
Define The Problem
Identify Root Cause, What Needs To Be Fixed?
Analyze The Problem
Define Current State & Future Desired State
Develop Solutions
Brainstorm Ideas
Evaluate Solutions
Systematically Identify Drivers & Barriers
Choose & Implement The Best Solution
Create Action Plans, Timelines, Measurable Results
Follow Up & Evaluate Progress
Evaluate & Adjust Solutions
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Final review the six step process of solving problems. Explain the importance of following each step and not taking any shortcuts in this process.
This also might be a good time to check for understanding or answer any questions the participants may have on the six-step process.
3 – 10 Minutes (Depending on questions)
Page #25
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Decision Making Skills
Your spaceship has just crash-landed on the dark side of the moon. You were scheduled to rendezvous with a mother ship 200 miles away on the lighted side of the moon, but the rough landing has ruined your ship and destroyed all the equipment on board except for 15 items.
Your crew’s survival depends on reaching the mother ship, so you must choose the most critical items aboard for the 200 mile trip to the rendezvous point.
Lost On The Moon
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This is a fun activity to test your participants’ ability to solve a problem as a group.
Depending on group size, break the participants into teams of 5-8 each.
Read the scenario as it is on the screen.
3 Minutes
Page #26
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Lost On The Moon
- Working independently, rank your choices and justify each choice (2 Minutes)
- Break into teams and complete the exercise as a team
- Compare individual rankings to group rankings
- Do not assume that someone must win and someone must lose when discussion reaches a stalemate
- Do not change your mind simply to avoid conflict
- Avoid conflict-reducing techniques such as majority vote, averages, coin-flips and bargaining
- Differences of opinion are natural and to be expected
- Compare your rankings with those of NASA
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Explain the rules, you want people to first complete the activity individually. This forces them to make a decision. Then as a group, they can discuss and rank the items of importance.
3 Minutes
Page #26
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Lost On The Moon
Box Of Matches
Food Concentrate
Fifty Feet Of Nylon Rope
Silk Parachute
Solar-Powered Heating Unit
Two .45 Caliber Pistols
One Case Of Dehydrated Milk
Two 100-lb. Tanks Of Oxygen
Stellar Map (Moon’s Constellation)
Self-Inflating Life Raft
Magnetic Compass
Five Gallons Of Water
Signal Flares
First-Aid Kit Containing Injection Needles
Solar-Powered FM Transmitter/Receiver
Rank The Fifteen Items In Terms Of Their Importance For Survival.
“1” Being The Most Important
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On page #27 you will see the scoring sheets. Have participants rank their individual answers in Column “B”, Have them list the group rank in Column “D”
It’s OK for them to disagree as a group, conflict is good and this forces them to listen and think through their decisions.
15 Minutes
Page #27
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Lost On The Moon
NASA: Lost On The Moon Exercise
| Two 100 Lb. Tanks Of Oxygen | Need Oxygen To Live, Most Important | 1 |
| Five Gallon Can Of Water | Need To Survive, Replenish Fluids | 2 |
| Stellar Map )Moon’s Constellation) | Primary Navigation Aid | 3 |
| Food Concentrate | Means Of Supplying Energy Requirements | 4 |
| Solar Powered Transmitter/Receiver | Rescue Effort, Communications | 5 |
| Fifty Feet Nylon Rope | Tie Together, Repel Cliffs, Pull Things | 6 |
| First Aid Kit With Injection Needles | Safety, Contents May Have A Use | 7 |
| Silk Parachute | Protection And Use As A Signal | 8 |
| Self Inflating Life Raft | Used For Shelter Or To Carry Things | 9 |
| Signal Flares | Distress Signal For Rescue, Mark Locations | 10 |
| Two .45 Caliber Pistols | Emergency Self-Propulsion | 11 |
| One Case Dehydrated Milk | Bulkier Duplicate Of Food Concentrate | 12 |
| Solar Powered Heating Unit | Of No Use Unless On The Dark Side | 13 |
| Magnetic Compass | No Use, Different Magnetic Fields | 14 |
| Box Of Matches | Useless, No Oxygen On The Moon | 15 |
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Answer Key: Provided by NASA
To complete the scoring, ask participant to list the NASA answers in Column “A”, then take the difference and list it in Column “C” for individual results, and again in Column “E” for group results.
Example, if you listed 1 in column “A”, and 3 in column “B”, the difference is 2, no need to use = or –
Then total down column “C” and column “E” using the rating guide on the bottom of Page #27. The lower the scores the better. Usually you will find lower scores as a group as compared to individual results. This emphasizes the usefulness of group consensus when making decisions.
10 Minutes
Page #27
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Did We Survive?
0-20 = Excellent:
You Survived And Saved Your Team !
21-32 = Good:
You Made It Just In The Nick Of Time !
33-45 = Fair:
Whew, You Were So Close !
46-70 = Oops:
Don’t Worry, We’ll Alert Your Family !
71-112 = Oh Well:
See You In This Same Class Next Week ?
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Problem Solving Tips
- Six Step Process
- Brainstorming Tips
- Brainstorming Rules
- Idea Stimulators
- Evaluation Methods
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Have participants go to page #28 and explain the quick reference sheets on Problem Solving & Decision Making.
5 Minutes
Page #28
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What Questions
Do You Have?
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Solicit and respond to any questions the group may have. If you do not have an answer, list question with name of person and email or call them with the answer when you have the answer.
Have participants complete course evaluations, stand in the back of the room while participants complete course evaluations and thank them for their participation as they exit the room.
Course Evaluation (Last 2 Pages In Workbook)
