Decision Making and Problem Solving

1. Prepared by:
Tristan F. Magtalapa
MA-Educ. Mngt
Decision Making and Problem Solving 1

2. What is Problem?
Problem is a situation which should
concern somebody
It refers to a situation, condition, or
issues which makes it difficult to achieve
a desired goal, objective or purpose
“Under the Gun “problems stress and
very short time, sometimes it is urgent
sudden event where a decision or an
action needs to be taken
A significant difference between what
actually is and what is desired
Decision Making and Problem Solving 2

3. What is Problem?
A problem exist when an individual
becomes aware of such difference
A problem is sometimes a puzzle, a target
once achieved, an intellectual satisfaction
is obtained
A problem are unresolved state of
uncertainty and conflicts
Decision to make
A problem simply could be emotion, a
very worrisome situation for you, but
may not be considered a problem to
others Decision Making and Problem Solving 3

4. Causes of the problem?
People
Resources
Environment
Processes, procedures
and rules
Vocabulary/terminology
/concepts
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5. What is Problem Solving?
Decision Making and Problem Solving 5

6. It is a tool because it can help
you solve an immediate
problem or to achieve a goal.
Decision Making and Problem Solving 6

7. It is a skill because once you
have learnt it you can use it
repeatedly.
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8. It is also a process because it
involves taking a number of
steps, as follows.
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9. Decision Making and Problem Solving 9

10. Problem Solving
Step 1
Define the Problem
What is the problem and
why is it happening?
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11. Step 1
Define the Problem
Gathering Information
Consider these questions:
• What is the problem?
• Is it my problem?
• Can I solve it? Is it worth solving?
• Is this the real problem, or merely a
symptom of a larger one?
• If this is an old problem, what's wrong
with the previous solution?
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12. Step 1
Define the Problem
• Does it need an immediate solution, or can
it wait?
• Is it likely to go away by itself?
• Can I risk ignoring it?
• Does the problem have ethical
dimensions?
• What conditions must the solution satisfy?
• Will the solution affect something that
must remain unchanged?
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13. Problem Solving
Define
the
Problem
Goals
Challenges
Opportunities
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14. Problem Solving
Step 1
Define the Problem
What is the problem and
why is it happening?
Step 2
Develop a Plan
What are we going to do?
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15. Step 2
Develop a Plan
This is your Action Plan
During this stage you will
generate a range of possible
courses of action, but with little
attempt to evaluate them at this
stage.
Plan should be many
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16. Develop a Plan
Prioritize the problems:
If you discover that you are looking at several related
problems, then prioritize which ones you should
address first.
Note the difference between "important" and
"urgent" problems. Often, what we consider to be
important problems to consider are really just urgent
problems. Important problems deserve more
attention. For example, if you're continually answering
"urgent" phone calls, then you've probably got a more
"important" problem and that's to design a system
that screens and prioritizes your phone calls.
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17. Develop a Plan
Plan Should be:
S y s t e m a t i c
Me a s u r a b l e
At t a i n a b l e
R e a l i s t i c
T i m e B o u n d
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18. Problem Solving
Step 1
Define the Problem
What is the problem and
why is it happening?
Step 2
Develop a Plan
What are we going to do?
Step 3
Implement the Plan
Carry out the intervention
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19. Step 3
Implement the Plan
This stage involves accepting and
carrying out the chosen course of
action.
Implementation means acting on the
chosen solution. During
implementation more problems may
arise especially if identification or
structuring of the original problem
was not carried out fully.
Step-by-step process or actions for
solving the problem
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20. Problem Solving
Step 1
Define the Problem
What is the problem and
why is it happening?
Step 2
Develop a Plan
What are we going to do?
Step 3
Implement the Plan
Carry out the intervention
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Step 4
Evaluate the Plan
Did our plan work?

21. Step 4
Evaluate the Plan
The last stage is about reviewing the outcomes
of problem solving over a period of time,
including seeking feedback as to the success of
the outcomes of the chosen solution.
The final stage of problem solving is concerned
with checking that the process was successful.
This can be achieved by monitoring and gaining
feedback from people affected by any changes
that occurred. It is good practice to keep a
record of outcomes and any additional
problems that occurred.
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22. Characteristics of a difficult problem
Transparency
Polytely
Complexity
Dynamics
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23. Problem-Solving Strategies
Abstraction: solving the problem in a model of the
system before applying it to the real system
Analogy: using a solution that solves an analogous
problem
Brainstorming: (especially among groups of people)
suggesting a large number of solutions or ideas and
combining and developing them until an optimum
solution is found
Divide and conquer: breaking down a large, complex
problem into smaller, solvable problems
Hypothesis testing: assuming a possible explanation
to the problem and trying to prove (or, in some
contexts, disprove) the assumption
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24. Problem-Solving Strategies
Lateral thinking: approaching solutions indirectly and
creatively
Means-ends analysis: choosing an action at each step to
move closer to the goal
Method of focal objects: synthesizing seemingly non-matching
characteristics of different objects into
something new
Morphological analysis: assessing the output and
interactions of an entire system
Proof: try to prove that the problem cannot be solved.
The point where the proof fails will be the starting point
for solving it
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25. Problem-Solving Strategies
Reduction: transforming the problem into another
problem for which solutions exist
Research: employing existing ideas or adapting
existing solutions to similar problems
Root cause analysis: identifying the cause of a
problem
Trial-and-error: testing possible solutions until the
right one is found
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26. Problem-Solving Methodologies
APS (Applied Problem Solving)
OODA loop (observe, orient,
decide, and act)
PDCA (plan–do–check–act)
RPR Problem Diagnosis (rapid
problem resolution)
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27. Common barriers to
problem solving
Confirmation bias
Mental set first articulated
by Abraham Luchins
Functional fixedness
Unnecessary constraints
Irrelevant information
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28. Decision Making and Problem Solving
Decision Making and Problem Solving 28

29. Decision Making
Decision Making and Problem
Solving
29
Decision-making can be regarded as
the cognitive process resulting in the selection
of a belief or a course of action among several
alternative possibilities. Every decision-making
process produces a final choice that may or
may not prompt action.
Decision-making is the study of identifying and
choosing alternatives based on the values and
preferences of the decision maker.
Decision-making is one of the central activities
of management and is a huge part of any
process of implementation.

30. Decision Making
 Decision-making can also be regarded as a problem-solving
activity terminated by a solution deemed to
be satisfactory.
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31. Rational and Irrational Decision Making
Rational Decision Making
Decisions based on facts or reason and not on
emotions or feeling
listing the advantages and disadvantages of each
option
Irrational Decision Making
not thinking clearly, not able to use reasons or
good judgment
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32. Two Broad Categories of
Decision Making
Group Decision Making Techniques
Individual Decision Making Techniques
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33. Group Decision Making Techniques
 Consensus decision-making tries to avoid
"winners" and "losers".
 Voting-based methods.
 Delphi method
 Dotmocracy
• is a facilitation method that relies on the use of
special forms called Dotmocracy Sheets to allow
large groups to collectively brainstorm and
recognize agreement on an unlimited number of
ideas they have authored.
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34. Individual Decision Making
Pros and cons
Simple Prioritization
Preference trees
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Flipism
Opportunity Cost
Bureaucratic
Participative Decision Making
Use of a structured decision-making method

35. Decision-Making Steps
Establishing
community
Perception Interpretation
Judgment
Motivation
Action
Reflection in
action
Reflection on
action
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36. Palm Brown Decision Making Process
Outline your
goal and
outcome
Decision
Making
Gather data
Develop
alternatives
List pros and
cons of each
alternative
Make the
decision
Learn from
and reflect
on the
decision
Immediately
take action
to
implement it
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37. Decision Making
Trust in the Lord with all your heart, and do not lean on
your own understanding. In all your ways acknowledge
him, and he will make straight your paths.
Proverbs 3:5-6
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38. Decision Making and Problem Solving 38