1. Analytical Thinking

2. DivergentConvergent

3. Problem Solving Divergence and Convergence Generate/eliminate 15%

4. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

5. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

6. Problem Definition A problem becomes known when someone notices a discrepancy between: –the way things are and –the way things ought to be ISOUGHT TO BE

8. Analytical Thinking – An Exercise Develop a research plan for solving Toronto’s traffic problem by completing the following steps: 1.Define the problem

9. Problem Definition How do organizations find discrepancies?

10. Problem Definition Where/how can you find discrepancies? –Performance reports Compare performance against goals and objectives –Benchmarking studies Compare performance against competitors or other industries –SWOT analysis What are we good at? What is the environment telling us? –Complaints What are dissatisfied customers telling us? –Surveys What are potential customers telling us? –LISTENING or SCANNING

11. Problem Definition – Digging Deeper What is the underlying problem?

12. Root Cause Analysis Technique - Five Whys Employee turnover rate has been increasing

13. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employee turnover rate has been increasing

14. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employees are leaving for other jobs Employee turnover rate has been increasing

15. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employees are leaving for other jobs Employees are not satisfied Employee turnover rate has been increasing

16. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employees are leaving for other jobs Employees are not satisfied Employees feel that they are underpaid Employee turnover rate has been increasing

17. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employees are leaving for other jobs Employees are not satisfied Employees feel that they are underpaid Other employers are paying higher salaries Employee turnover rate has been increasing

18. Root Cause Analysis Technique - Five Whys Why?Why?Why?Why?Why? Employees are leaving for other jobs Employees are not satisfied Employees feel that they are underpaid Other employers are paying higher salaries Demand for such employees has increased in the market Employee turnover rate has been increasing

19. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

20. “The consulting process revolves around developing and testing hypotheses.” Graeme Deans Partner, SECOR Group

21. Analytical Thinking – An Exercise Develop a research plan for solving Toronto’s traffic problem by completing the following steps: 1.Define the problem 2.Develop a set of hypotheses

22. What is an Hypothesis?

23. Not just an educated guess

24. What is an Hypothesis? Not just an educated guess A specific, testable, and tentative statement that proposes a possible explanation to some phenomenon or event –Open to validation or refutation “The consulting process revolves around developing and testing hypotheses.” Graeme Deans Partner, SECOR Group

25. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

26. Application: Toronto Traffic What would your research plans look like? –What are the key questions you want to answer? –What type of information do you need to answer them? –How will you study them?

27. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

28. Conducting the Analysis Purpose: Testing the hypotheses “Making sense" of information collected –Statistical analysis –Graphical analysis –Content analysis –… Based on the data collected, what are the answers to the questions posed?

29. Analytical Thinking - A Scientific Approach to Problem Solving Problem Hypothesis FactsAnalysis Solution

30. Solutions Choose the solution with the greatest impact on the problem –15% principle! Keys –Credibility Solutions require support from your previous analysis –Communication Build support and buy-in This is a political process! –Experimentation Test your solutions

31. Solutions – Key Messages 100% pre-packaged solutions don’t exist No solution is guaranteed –Implementation matters! Plan Set milestones Develop performance measures –Be willing to revisit your requirements Solutions don’t work by themselves –You need to develop buy-in and commitment