Practical Problem Solving

Welcome to

Sharlyn Lauby, SPHR CPLP

Linking problem solving to business goals

Introduce a 6-step problem solving model

Discuss examples for using the model

• First, problem solving takes time.

• Second, a positive attitude is essential for

effective problem solving.

• Third, most problems are complex rather

than simple.

• Fourth, there is no substitute for

interpersonal skills.

I

II

IV

V

I

Step One: Identify Relevant

Situational Information

Six Key Categories

Who:

What:

Where:

When:

Extent:

Pattern:

Who is involved in the problem?

What exactly is wrong?

Where is the problem taking place geographically?

Where is the problem taking place on the defective object?

When was the problem first observed?

When did the problem begin?

How widespread is the problem?

How does the problem play out over time?



Step Two: Identify the Sources of

Information

Five Ways to Collect Information

1. Interviews

2. Questionnaires

3. Observing

4. Reviewing documents

5. Experience



Step Two: Identify the Sources of

Information

Step Three: Collect the Needed

Information

II

A Key Idea

State the problem in terms

of Target, not Proposals

Step One: Identify Goals

Step Two: Compare Goals to Values

Step Three: Place Goals on a Target

Time Specific

Clearly Defined

Realistic

Examples of Effective Goals:

“By January 1, all financial arrangements for the new office will have been completed.”

“By the end of next month, once-a-month meetings between sales and marketing will have been scheduled for the rest of the year.”

Chosen freely

Chosen from alternatives

Chosen after careful consideration of the consequences

Prized and cherished

Publically affirmed

Acted upon

Repeating

Examples of organizational values include:

innovation, community service, employee development, quality

Two Key Concepts

A. Centrality

#1 #2 #3 #4 #5

Two Key Concepts

A. Centrality/Priority

B. Clustering

#1 #2

#3

#4

#5

Two Key Concepts

A. Centrality/Priority

B. Clustering/Compatibility

An Enabling Goal is a lower priority

goal, the accomplishment of which

will further the accomplishment of one

or more higher priority goals.

#1 #2

#3

#4

#5

III

Step One: Identify and Analyze a

Comparative Situation

Three Comparative Situations

Type A: The Situation to Itself

Type B: The Situation to a Similar

Situation

Type C: The Situation to the

Target



Step Two: Compare and Contrast the

Current and Comparative

Situations

What’s the same?

What hasn’t changed?

What’s different?

What has changed?





Situations

Step Three: Identify Resources

Step Four: Identify Most Likely Cause

May help create the problem but

does not actually cause the problem

The Most Likely Cause:

Actually brings the problem

into being





Situations

Step Three: Identify Resources

Step Four: Identify Most Likely Cause

Step Five: Determine if this is the “Real

Problem”

IV

1. Recognition of Patterns

2. Criticism of New Ideas

3. “Don’t make mistakes.”

4. Trying Harder

1. Set a time limit

2. Review the rules• any or all ideas

3. Select recorders

4. Conduct the brainstorm

• no evaluation• no discussion

Another use

Adapt / Modify

Substitutions / Minimize / Magnify

Reverse / Opposite

Combine

1. Explore obvious analogies

2. Force an analogy

V

A Key Idea

Compare alternatives to

criteria not to each other

Step One: Evaluate Proposals

Step Two: Consider a Pilot Test

Step Three: Quantifying the

Alternatives

VI

Step One: Plan for Implementation

Step Two: Monitor and Evaluate

I

II

IV

V

The Leaping Monkey

•When you begin to doubt your own ability to solve

the problem

•When you begin to send “solutions” before fully

exploring the problem situation

•When you begin to focus more on the problem

than on the person

Thanks for Attending!

Sharlyn Lauby, SPHR CPLP

Business

Practical Problem Solving