Effective Problem Solving and Decision Making
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Making decisions and solving problems happen every day. There’s no way to avoid it. From the decision to rise in the morning to the decision go to bed at night, decisions are constantly being made; and, together with that, problems are frequently being solved. Often, the problems and decisions we are confronted with require a response that is both rational and well thought out. However, despite making decisions daily, many of us are still uncomfortable with making those important decisions. Thankfully, our “Effective Problem Solving and Decision Making” training program can provide participants with the necessary skills in identifying problem causes, laying out options and making rational decisions. In this highly dynamic program, participants will learn about the problem solving and decision making process and structure, while being provided with tools to help them attack problems proactively and make timely decisions that help create value to your company and your customers. Participants will also utilize a five-step problem solving process in solving actual problems. Furthermore, participant will discover that the same processes and tools they will use in this fun-filled training program can also be used to solve life problems and make life decisions. “Effective Problem Solving and Decision Making” are not just career skills; they’re life skills.
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Effective Problem Solving and Decision Making
- 1. effective problem solving and decision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
- 2. my name is boom
- 3. i run this company
- 4. i co-own this company
- 6. but today…
- 7. i represent this company
- 8. i host this t.v. show
- 9. i wrote this book
- 10. and…
- 11. i will be your facilitator for this course
- 12. let’s, now, review the house rules
- 13. house rules having fun asking questions using your workbook leaving the room using mobile phones and other devices
- 14. tell me your expectations
- 15. here’s a course roadmap…
- 16. understanding problem solving step 2: recognize and research step 3: decide (decision making module) step 1: observe step 4: execute step 5: review
- 17. icebreaker once upon a time in the desert
- 18. now, on to our course…
- 19. effective problem solving and decision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
- 22. where do our emotions come from
- 23. neo-mamalian paleo- mamalian reptilian fear; self- preservation; fight or flight emotions rational thought the triune brain thinking process
- 24. here’s a metaphor we can use…
- 25. an elephant and his rider
- 26. remember…
- 27. we can’t stop people from feeling
- 28. but, we can change the way they feel
- 29. so…
- 30. to manage emotions work on the possibilities
- 31. but emotions aren’t the only things we have to consider
- 33. our paradigms can keep us from solving problems
- 34. to explain let’s bring back that elephant
- 35. why can’t the elephant break free
- 37. but…
- 38. paradigms can actually be managed
- 40. activity step up
- 41. for us to succeed, we need to GROW
- 45. develop will W
- 46. now, let’s talk about goals and objectives
- 47. what’s the difference between a goal and an objective
- 49. a goal is…
- 50. but what are objectives
- 51. an objective is…
- 52. terminal and enabling objectives move to the 1st step advance to the 2nd step climb to the 3rd step reach the top
- 54. our objectives have to be SMART
- 55. specific
- 56. measurable
- 57. aligned
- 59. time-bound
- 61. now, let’s discuss the problem-solving cycle
- 62. the problem solving cycle observe recognize decideexecute review o.r.d.e.r.
- 64. how we process information
- 69. six tips to proper observation relax and meditate clear your mind of mental models be clear on your objectives question everything expect anything judge nothing
- 72. what methods can we use to analyze problems
- 73. the cause and effect analysis
- 74. the cause and effect analysis big problem cause root cause cause cause root cause root cause cause root cause cause cause root cause
- 75. the most common cause and effect method is…
- 77. we can also use…
- 78. business process re-engineering What is being done? •Why is it necessary? •What else could be done? •What else should be done? Where is it being done? •Why there? •Where else could it be done? •Where else should it be done? When will it be done? •Why then? •When else could it be done? •When else should it be done?
- 79. business process re-engineering Who is doing it? •Why him/her/them? •Who else could do it? •Who else should do it? How is it being done? •Why this way? •How else could it be done? •How else should it be done?
- 82. here are some tips when researching…
- 83. when doing your research… have a schedule start don’t rely heavily on the internet prepare your research questions deal with one issue at a time
- 84. when doing your research… have a system know your resources ask for help carry an idea notebook continuously update your research
- 85. activity unbound
- 86. it’s all about putting common sense and creativity together
- 87. common sense creativity experience left brain convergent probability objective the answer verbal this will happen reasoning yes... but... imagination right brain divergent possibility subjective an answer visual see what happens novelty yes... and...
- 88. to understand their relationship we need to be four different people
- 89. an explorer
- 90. an artist
- 91. a judge
- 92. a warrior
- 93. activity the rat and the maze
- 94. generating potential solutions open discussion brainstorming nominal group process task groups modelling agreements seeking outside experts
- 95. decide O R D E R
- 96. activity are you really wearing that
- 97. thinkers will…
- 98. feelers will…
- 102. activity law breaker
- 105. there are other factors that drive decision-making
- 107. locus of control external locus - nothing is in my control internal locus - everything is in my control 0 100
- 108. control indicators…
- 109. it’s time to make decisions
- 111. how do we approach decision-making
- 112. convergent or focused energy
- 113. divergent or unfocused energy
- 114. open ended
- 115. variable
- 116. switchable
- 117. closed down
- 118. how do our values affect the way we make decisions
- 119. two types of values instrumental values a personal conviction about desired modes of conduct or ways of behaving terminal values a personal conviction about life- long goals
- 120. two types of values instrumental values terminal values ambitious broad-minded cheerful courageous forgiving honest imaginative logical responsible a comfortable life a sense of pride equality freedom education social recognition true friendship salvation happiness
- 122. let’s develop decision-making criteria
- 123. know the company's core values understand the impact on the objective identify the effect on people use a question format give appropriate weight to each criterion devise a scoring system we should…
- 124. sample decision-making criteria Criteria Weight Score (1 to 10) Grade Will it cut cost? 30% 8 2.40 Will it motivate people to be more productive? 40% 3 1.20 Will my boss like it? 10% 6 0.60 Will it be easy to implement? 20% 6 1.20 TOTALS 100% 5.40 IDEA: Raising A/C thermostat to 28 degrees to save on electricity If this score is lower than your determined “passing score”, then don’t implement.
- 126. how do we validate your decisions
- 127. it’s all about people
- 128. brainstorm internally not ask family and friends choose who you will interview make it informal review and decide we should…
- 129. but now, you have to sell your decision
- 131. execute O R D E R
- 132. let’s try something…
- 133. here is an output 13
- 134. how did i get this 13
- 136. what was the difference
- 137. manage the input and the output will follow
- 139. circle of influence things you can control or influence proactive thinking
- 140. circle of influence things that are out of your control or influence circle of concern proactive thinking
- 141. circle of influence often we allow ourselves to be controlled by the situation circle of concern proactive thinking
- 142. circle of influence circle of concern when we should be controlling the situation proactive thinking
- 144. so, what happened
- 145. blind builders analysis 20 orient plan build success orient plan build oh no this is what we think will happen this is what actually happens
- 146. why did that happen
- 147. what should we do
- 148. two step execution method prototype refine
- 149. time to develop your execution plan
- 150. the priority matrix 3 2 1 4 3 2 5 4 3 effort impact lowhigh high low
- 151. # Activity Dates Resources People Approval developing your execution plan
- 153. determine which tasks to delegate define the task clearly in your own mind select the right person for the job explain the task thoroughly and clearly monitor progress and provide support follow up and make sure the task has been successfully completed executing your plan…
- 154. review O R D E R
- 155. was the objective accomplished? why or why not? how fast was it accomplished? how efficiently was it accomplished? will it be durable? could it have been done better? creating evaluation criteria
- 156. evaluating your execution Criteria Unit of Measurement Grade (1 – 10)