PROBLEM SOLVING &DECISION MAKING :ICBA Training & Consultantcy www.icbatc.com.my PROBLEM SOLVING &DECISION MAKING By Ismail Clement


ABOUT THIS COURSE :ICBA Training & Consultantcy www.icbatc.com.my ABOUT THIS COURSE This course is designed to improve your decision-making skills. It addresses: The decision-making process Decision-making styles Attributes of an effective decision maker Ethical decision making and problem solving


CASE STUDY 1 :ICBA Training & Consultantcy www.icbatc.com.my CASE STUDY 1 What decisions must be made by the Manager or other Management Officials


GOAL SETTING :ICBA Training & Consultantcy www.icbatc.com.my GOAL SETTING What do you hope to gain through completing Decision Making and Problem Solving? Next: Decision Making Process


DECISION MAKING PROCESS :ICBA Training & Consultantcy www.icbatc.com.my DECISION MAKING PROCESS


THE DECISION MAKING PROCESS :ICBA Training & Consultantcy www.icbatc.com.my THE DECISION MAKING PROCESS Whether making ordinary day-to-day decisions or critical, time-sensitive decisions in an emergency, using a standard problem-solving model will help ensure that your decisions are rational and logical.


RATIONAL :ICBA Training & Consultantcy www.icbatc.com.my RATIONAL Able to think and make decisions on a reason. LOGICAL Following the rules of logic. LOGIC The ability to reason correctly.


LOGICAL APPROACHES :ICBA Training & Consultantcy www.icbatc.com.my LOGICAL APPROACHES What has happened? Why did it happened? What measures should be taken to correct the problem? What future consequences can be expected & what should be done now?


QUESTIONING SKILL 1 :ICBA Training & Consultantcy www.icbatc.com.my QUESTIONING SKILL 1 Style 1 – Open Questioning. (To gather or clarify new information) This style is to invite unrestricted answers in phrases or sentences. -start with ‘what, when, where, how, why, who’. -listen for many different possible answers.


QUESTIONING SKILL 2 :ICBA Training & Consultantcy www.icbatc.com.my QUESTIONING SKILL 2 Style 2 – Greater Response Questioning (To ensure concerns are specific, clear and easier to work on) This style is to ask turnaround in search for the most specific answers. Here is to ‘question to the void’. -use ‘what else?’, ‘tell me more’, ‘explain the reasons’.


QUESTIONING SKILL 3 :ICBA Training & Consultantcy www.icbatc.com.my QUESTIONING SKILL 3 Style 3 – Redirect Questioning (Encouraging further involvement) This style provides the questioner with possible new findings or answers. -use ‘what do the rest of you think?’, ‘…that relates to what Sathiya suggested earlier, Bibi or Zack, do you all have any further thoughts on that?’


QUESTIONING SKILL 4 :ICBA Training & Consultantcy www.icbatc.com.my QUESTIONING SKILL 4 Style 4 – Close Questioning (To check & confirm answers & show that you understand them? This style is ‘attribute-based’ which determines the possible answers by the way they are asked. -use ‘Do, Have, Will, Can, Are, Is’.


PROBLEM SOLVING vs DECISION MAKING :ICBA Training & Consultantcy www.icbatc.com.my PROBLEM SOLVING vs DECISION MAKING Problem solving is a set of activities designed to analyze a situation systematically and generate, implement, and evaluate solutions. Decision making is a mechanism for making choices at each step of the problem-solving process. Decision making is part of problem solving, and decision making occurs at every step of the problem-solving process.


CASE STUDY 2 :ICBA Training & Consultantcy www.icbatc.com.my CASE STUDY 2 What is the potential impact of the decision not to make the evacuation mandatory?


TIME FACTOR :ICBA Training & Consultantcy www.icbatc.com.my TIME FACTOR Decisions made under non-emergency conditions can be made deliberately, without the stress factors that accompany crisis decision. Absence of critical time factors permits the jurisdiction to use group process, gather input from all of the involved parties, and achieve group consensus. The planning process allows enough time to consider all contingencies and weigh alternative responses fully.


5 STEP PROBLEM SOLVING MODEL :ICBA Training & Consultantcy www.icbatc.com.my 5 STEP PROBLEM SOLVING MODEL


WHAT IS A PROBLEM? :ICBA Training & Consultantcy www.icbatc.com.my WHAT IS A PROBLEM? GENERAL - A problem is a situation or condition that is difficult to deal with or understand. PROCESS - A deviation of the actual form, from the required. Is there a deviation from the norm? Is the cause unknown? To take corrective measures, is knowing the cause vital? if it is YES to all these questions, then there is a problem.


STEP 1 – IDENTIFY THE PROBLEM :ICBA Training & Consultantcy www.icbatc.com.my STEP 1 – IDENTIFY THE PROBLEM In carrying out Step 1, you must distinguish between a problem and its solution. The most common error in problem solving is defining problems in terms of their solutions.


PROBLEM EVALUATION :ICBA Training & Consultantcy www.icbatc.com.my PROBLEM EVALUATION Problem statement Explain the problem – what is the problem?, where is the problem?, when was it first found?, when has it recurred?, what is its pattern like? Step 1 job aid - checklist attached for identifying, defining and analyzing problems.


STEP 2 - EXPLORE ALTERNATIVES :ICBA Training & Consultantcy www.icbatc.com.my STEP 2 - EXPLORE ALTERNATIVES The second step in the decision-making process is to explore alternative solutions to the problem identified in step 1. This step really consists of two parts: Generating alternatives Evaluating alternatives


CASE STUDY 3 :ICBA Training & Consultantcy www.icbatc.com.my CASE STUDY 3 STEP 2 – EXPLORE ALTERNATIVES


TECHNIQUES FOR GENERATING ALTERNATIVES :ICBA Training & Consultantcy www.icbatc.com.my TECHNIQUES FOR GENERATING ALTERNATIVES Brainstorming Survey Discussion Groups - should consist of those who are directly involved in decision making.


BRAINSTORMING :ICBA Training & Consultantcy www.icbatc.com.my BRAINSTORMING A METHOD USED TO GENERATE / STIMULATE LARGE PRODUCTION OF IDEAS FROM A GROUP OF PEOPLE. 3 IMPORTANT ELEMENTS Rules & Basic Steps It’s Use Code of Conduct -encourage wild ideas -select a project theme -free to express ideas -record all ideas -find specific cause (s) -do not criticize person -have quantity (rather -find solution (s) suggesting the idea than quality) of ideas -suggest counter- -should start & end meeting -refrain from criticizing measures in time idea -say ‘pass’ if unable to -participate in order come up with idea during -provide idea one at a time his / her turn -evaluate idea at end of sessions


Slide 24:ICBA Training & Consultantcy www.icbatc.com.my AN EFFECTIVE GROUP DISCUSSION Group Dynamics Process Do not compete with the group members. Give their ideas precedence over yours. Listen to everyone but don’t judge. Control the dominants without alienating them. Check with the person who owns the problem to find out if an idea is worth pursuing or if a proposed solution is satisfactory. Keep all informed about where they are and what is expected of them. Keep notes on easel that everyone can see. Don’t put anyone on the defensive. Assume that everyone’s idea have value.


CRITERIA FOR EVALUATING ALTERNATIVES :ICBA Training & Consultantcy www.icbatc.com.my CRITERIA FOR EVALUATING ALTERNATIVES After you have generated alternative solutions, you must have some means of evaluating them. step 2 job aid - criteria for evaluating alternatives attached


STEP 3 – SELECT AN ALTERNATIVE :ICBA Training & Consultantcy www.icbatc.com.my STEP 3 – SELECT AN ALTERNATIVE The third step in the problem-solving model is to select one of the alternatives explored in step 2 for implementation. After you have evaluated each alternative, one should stand out as coming closest to solving the problem with the most advantages and fewest disadvantages.


STEP 3 :ICBA Training & Consultantcy www.icbatc.com.my STEP 3 There may be repercussions, and you should complete a “reality check” to identify and evaluate the possible consequences of implementing the solution.


FACTORS THAT EFFECT DECISION MAKING :ICBA Training & Consultantcy www.icbatc.com.my FACTORS THAT EFFECT DECISION MAKING Political factors. Safety factors. Financial factors. Ethical factors. Environmental considerations.


CASE STUDY 4 :ICBA Training & Consultantcy www.icbatc.com.my CASE STUDY 4 Step 3 - Select an alternative from case study 3


STEP 3 :ICBA Training & Consultantcy www.icbatc.com.my STEP 3 Not all of these factors may be readily recognizable. As you examine the situation and apply the problem-solving model, be alert for these potential limits on the solutions you can implement. step 3 job aid


STEP 4 – IMPLEMENT THE SOLUTION :ICBA Training & Consultantcy www.icbatc.com.my STEP 4 – IMPLEMENT THE SOLUTION Develop an action plan Determine Objectives Identify needed resources Build a plan Implement the plan step 4 job aid – action plan checklist.


ACTIVITY 1 :ICBA Training & Consultantcy www.icbatc.com.my ACTIVITY 1 Use the job aid 4 to develop a basic action plan to implement the solution you selected in case study 4 of this unit.


ATTENTION :ICBA Training & Consultantcy www.icbatc.com.my ATTENTION This Problem Solving 32 slides is only part of the Problem Solving 64 slides. If you need Problem Solving 64 slides, please do e-mail me at ismail_clement@yahoo.com Thank you very much.