Problem Solving: The Fundamentals
Presentation & Facilitation Guide
© 2011 SkillSoft Ireland Limited
Introduction and Ground Rules
• Presenter: [enter name of presenter or facilitator].
• Target audience: Individuals who want to develop or improve their
problem-solving and decision-making skills.
• Goal: To become aware of how key skills are used in combination with a
systematic model for problem solving, how common problem-solving
traps impact the process, and how problem solvers can avoid these
traps.
• Ground rules:
• list ground rules here.
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Agenda
• Course Overview.
• Topic 1: The Problem-solving Model.
• Topic 2: Problem-solving Mind Traps.
• Topic 3: Dealing with Problem-solving Traps.
• Topic 4: Problem-solving Skills and Competencies.
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Course Overview
• Problems can be anything from a mild irritation to a complete disaster.
• A problem:
• Causes doubt or presents a difficulty.
• Needs to be overcome to achieve a desired state.
• Often requires a creative solution.
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Course Overview
Problems come in two basic varieties:
• An unexpected disruption.
• A gap between your current and
desired state.
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Topic 1: The Problem-solving Model
Sequence key activities performed in the six-step problem-solving
model.
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Solving a Problem
• Ascertain what the problem is.
• Identify causes and opportunities.
• Generate solutions.
• Evaluate and choose the best solution.
• Implement and monitor actions.
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The Six Steps of Problem Solving
1. Define the problem.
2. Analyze the problem.
3. Identify potential solutions.
4. Choose the best solution.
5. Plan action.
6. Implement solution and review
progress.
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• Problems vary widely.
• Six-step model is highly flexible.
Defining the Problem
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Analyzing the Problem
Five-why analysis.
I keep missing my deadlines.
Why?
Because I always run out of time.
Why?
Because I'm not managing my time
properly.
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Analyzing the Problem
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Identifying Potential Solutions
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Choosing the Best Solution
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Reflect
Another way to evaluate possible solutions is to draw up a cause-and-effect matrix
that plots solutions according to their effectiveness and ease of implementation.
Study this one as an example.
Which solution do you think would be best?
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Creating an Action Plan
• Determine steps.
• Decide on deadlines and
estimate costs.
• Create a contingency plan.
• Draw up an action plan.
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Implementing Solutions and Reviewing Progress
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Practice
Matthew works for a small photocopying business. He's been asked to
figure out why the business spends so much money on fixing or replacing
damaged equipment, and to take steps to improve the situation.
Sequence the six steps of the problem-solving process he should follow.
___
Use a checklist to monitor the implementation.
___
Complete a cause and effect matrix to see which option would be best.
___
Brainstorm to generate ideas for solving the problem.
___
Do a gap analysis to help pinpoint the problem.
___
Draw a cause-and-effect diagram to list the possible reasons for the problem.
___
Draw up an action plan to figure out what everyone should do.
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The Six Steps of Problem Solving
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Practice
The six-step problem-solving model can benefit you in a number of ways.
How do you think it can help you solve a problem more effectively?
A. It makes it unnecessary to involve a large number of people when making a
decision, thereby saving time and money.
B. It ensures that when you select a solution, you're guided by a firm
understanding of the causes of the problem.
C. It ensures that you evaluate the success of a solution and make corrections if
necessary.
D. It makes solving a problem a conscious, objective, and fact-driven task.
E. It enables you to jump straight to solutions, without wasting any time.
F. It ensures you generate as much information and insight about a problem as
possible.
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Using the Six Steps of Problem Solving
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Discussion
Think about a problem you solved recently. What steps did you take? How
did they help you solve the problem?
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Topic 2: Problem-solving Mind Traps
Recognize the effects of five types of mind traps.
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Barriers to Problem Solving
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Mind Traps
Mind traps prevent you from:
• Understanding the real problem.
• Pinpointing causes.
• Thinking outside the box.
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Types of Mind Traps
• Initial ideas.
• Defending prior choices.
• Selecting supporting information.
• Assumptions.
• Conformity.
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Initial Ideas
• Starting point influences
subsequent thinking.
• Affects how you analyze a
problem.
• Affects how you choose a
solution.
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Reflect
Can you think of any cases where your initial ideas have prevented you
from coming up with the most effective solution to a problem?
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Defending Prior Choices
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Selecting Supporting Information
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Assumptions – Example
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Assumptions
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Conformity
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Practice
Match each mind trap to its corresponding example.
Mind traps
A. Selecting supporting
information.
B. Conformity.
C. Assumptions.
D. Defending prior choices.
E. Initial ideas.
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Examples
___ Susan keeps coming back to the first design
that she liked, though subsequent designs had
some better features.
___ Josie avoids asking colleagues for input
because she's sure they're too busy.
___ Youssef travels to a show during a dangerous
storm to avoid wasting money he'd spent on
tickets.
___ Michel's hesitations about the proposed
process wane when he sees how popular it is.
___ Ruth wants to buy a certain laptop model so
she asks a friend who has one to tell her about
its best features.
Be Aware of Mind Traps
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Discussion
Which mind traps are you most likely to fall into? Why?
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Practice
Match each mind trap to the statement that best describes how it's likely to
affect the problem-solving model.
Mind traps
A.
B.
C.
D.
E.
Statements
___ Prevents the team from probing for the real
problem or evaluating every proposed
Trap of conformity.
solution.
Trap of assumptions.
___ Pressures teams into choosing a popular
Trap of selecting supporting
solution and judging the implementation a
information.
success.
Trap of defending prior choices.
___ Prejudices in the selection of solutions.
Trap of initial ideas.
___ Prevents you from objectively defining a
problem, digging for root causes,
generating solutions, and choosing the
best one.
___ Compromises the data used to judge the
problem, solutions, and outcome.
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Topic 3: Dealing with Problem-solving Traps
Determine how to counteract the effects of problem-solving traps
exhibited in a given scenario.
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Countering Mind Traps
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Discussion
How have you dealt with the mind traps of initial ideas and defending
prior choices, in a problem solving context? What counter strategies
have worked for you?
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Practice
You've already formed a preference for a particular solution to a problem.
What do you think are ways to avoid the mind trap of selecting information
that supports your initial bias?
A.
Ask open questions.
B.
Ensure you gather information about the option you favor.
C.
If possible, discuss the solution you favor with someone who has already
implemented the same solution to a similar problem.
D.
Actively seek out information that contradicts your initial view.
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Countering Mind Traps
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Countering Mind Traps
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Countering Mind Traps
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Practice
Match each mind trap to the guidelines for avoiding it.
Mind traps
A. Initial ideas.
B. Defending prior choices.
C. Selecting supporting
information.
D. Assumptions.
E. Conformity.
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Guidelines
___ Give your goals priority, get a neutral
opinion, and accept your mistakes.
___ Check the validity of preconceived notions,
focus on data, and change the way you
view a problem.
___ Shield yourself from social influence and
persuasion, and be willing to defend wellfounded viewpoints.
___ Explore different sources and perspectives.
___ Ask open questions and examine
counterarguments.
Process Traps
• Failing to involve the right people.
• Taking on problems that are too vague.
• Bypassing analysis.
• Failing to plan or evaluate the implementation.
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Overcoming Process Traps
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Practice
A bank customer service agent has tackled a problem, but with
unsatisfactory results. Access the "Bank Inquiry Scenario" learning aid
for the full details and then answer the question.
Which process traps has the agent fallen into?
A. Failing to plan action or evaluate the implementation.
B. Taking on a problem that's too vague.
C. Bypassing analysis.
D. Failing to involve the right people.
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Recognizing and Addressing Traps
To counter complacency:
• Remain alert to mind and
process traps.
• Be honest about your
weaknesses.
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Practice – Case Study Info
Jenny is a customer service agent at a large supermarket. She
runs into a problem when a customer – who does not have a
receipt – needs his heater replaced or repaired. She tries to solve
the problem, but falls into several traps.
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Practice
What effects have mind traps and process traps had on the problemsolving process?
A.
Jenny didn't have a backup plan, in case her chosen solution failed.
B.
Jenny's desire to defend a prior choice prevented her from seeing the real
problem.
C.
Jenny's initial definition of the problem was tainted by selective supporting
information.
D.
The trap of conformity had an impact on Jenny's choice of solutions.
E.
Jenny let an assumption taint her evaluation of potential solutions.
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Practice
What actions should Jenny take to avoid these traps in future?
A. Seek advice from more colleagues, and go with the majority opinion.
B. Focus on facts and customer data, and try to perceive the problem from
a new perspective.
C. Ensure she plans the implementation of her solution, including a
contingency plan.
D. Ask leading questions that support her own viewpoint.
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Topic 4: Problem-solving Skills and Competencies
• Recognize activities that demonstrate the type of skills best suited to
resolve a given type of problem.
• Match problem-solving competencies to their descriptions.
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Problem-solving Skills – Example
Amrit: At business college, we were taught to approach things rationally
and logically. So I gathered as much information as I could about the
communication system and the chain of command to isolate where the
fault lies.
Steven: I've been working for similar companies for over a decade, so I
know all the ins and outs of management politics. I didn't have to think
about it too hard – there's obviously a problem with the way managers
delegate tasks.
Tom: I'm new here, but I'm sure we can improve the system in a number
of ways. I've got lots of ideas I'd like to try out.
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Types of Intelligence
• Analytical.
• Practical.
• Creative.
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Discussion
Which type of intelligence do you most often use? Can you think of
some examples of how you commonly use each type of intelligence
when solving problems?
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Analytical Intelligence
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Practice
Based on their description earlier in the topic, which member of the
team – Steven, Amrit, or Tom – is likely to display analytical
intelligence?
A.
Steven.
B.
Amrit.
C. Tom.
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Practical Intelligence
• Used to solve problems in
everyday life.
• Require you to set your
emotional reactions aside.
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Creative Intelligence
• Unusual problems require
creative thinking.
• Ask lots of questions.
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Practice
Harry's printer has stopped working. Although he has never really thought about
how printers operate, he needs to fix the problem so he can print an important
document.
Which activity demonstrates the type of skill best suited to solve the problem?
A. Harry steps back from his initial anxiety, and draws on his experience of broken
televisions to think of a solution.
B. Harry tries to get an accurate picture of the situation by systematically ruling out
possible problems with the printer.
C. Harry frees his mind of assumptions about how printers work and thinks laterally to find
as many fresh solutions as he can.
D. Harry keeps trying to print the document in case the printer sorts itself out.
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Problem-solving Competencies
• A skill is an ability to use your knowledge to accomplish a task.
• A competency is a combination of knowledge, skills, and abilities.
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Problem-solving Competencies
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Practice
Marco has a reputation as an excellent problem solver. Classify Marco's
competencies by matching them to their descriptions.
Competencies
A.
B.
C.
D.
E.
Drive and initiative.
Methodical approach.
Teamwork.
Astute analysis.
Innovative thinking.
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Descriptions
___ Marco loves the challenge of finding unique
solutions for each problem he encounters.
___ Marco is hardly ever satisfied with the first
explanation he hears.
___ Marco likes to hear what everyone involved
has to say about a problem.
___ Marco is a strategist who systematically
thinks through the consequences of his
proposals.
___ Marco is a confident and enthusiastic
leader.
Wrap-up / QA
• Topic 1: The Problem-solving Model.
•
Sequence key activities performed in the six-step problem-solving model.
• Topic 2: Problem-solving Mind Traps.
•
Recognize the effects of five types of mind traps.
• Topic 3: Dealing with Problem-solving Traps.
•
Determine how to counteract the effects of problem-solving traps exhibited in a given
scenario.
• Topic 4: Problem-solving Skills and Competencies.
•
Recognize activities that demonstrate the type of skills best suited to resolve a given
type of problem.
•
Match problem-solving competencies to their descriptions.
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