PROBLEM SOLVING June 2010 CANADIAN COAST GUARD AUXILIARY - PACIFIC

Problem Solving Skills

Problem Solving Skills

Skills This describes the six-step approach to problem-solving.

Enabling Objectives Identify the six steps in problem solving Describe the purpose of each step in problem solving Explain the actions to be taken in each step Apply techniques for promoting creativity in problem solving for use with both individuals and groups

Problem-Solving Steps 1. Recognize that there is a problem 2. Identify the problem 3. Generate alternative solutions 4. Choose among the alternative solutions 5. Implement the chosen solution 6. Evaluate the solution

Left Brain Characteristics Follows a logical pattern Is objective Views time chronologically, hour by hour, day by day Sees things as true or false, black or white Seeks details Holds short-term memory Thinks critically, perhaps negatively, asks “why?”

Right Brain Characteristics Follows intuitive hunches Creates patterns, without following a step-by-step process Is subjective Views time in a total sense—a lifetime, a career, a project Sees the “whole” rather than the details Thinks positively, unconstrained by preconceived ideas Asks “why not?” and breaks rules

1. Techniques for Recognizing Problems

1. Techniques for Recognizing Problems Comparison against others Monitor for weak signals from something Comparison of current performance with objectives or past performance Checklists Listing complaints Role playing

2. Identify the Problem

2. Identify the Problem Questions to be asked:

2. Identify the Problem Who says that this is a problem? Who caused or is causing the problem? Whom does it or will it affect? Who has done something about the problem?

2. Identify the Problem What happened or will happen? What are the symptoms? What are the consequences to others? What circumstances surround the occurrence of the problem? What is not functioning as desired?

2. Identify the Problem When did it or will it happen? When did it first occur?

2. Identify the Problem Where is the problem occurring? Where did it or will it have an impact?

2. Identify the Problem Why is this a problem? Why did it or will it occur? Why was nothing done to prevent the problem from occurring? Why did no one recognize and do something about the problem sooner? Why is a response needed now?

2. Identify the Problem How should the process be working? How are others dealing with this or similar problems? How do you know this is a problem; what supporting information do you have?

2. Problem Identification: Final Questions How will you know the problem is solved? What does the desired state look like? What data will you need to answer these questions?

2. Techniques for Identifying the Problem Talking to others Consensus building Why-Why diagram or Fishbone diagram

2. Techniques for Identifying the Problem

2. Techniques for Identifying the Problem The alternative use of the Why Why diagram is to put down everything that is wrong.

2. Techniques for Identifying the Problem

2. Problem Statement The end result of problem identification. Brief, clear, to-the-point identification of the specific problem (s) to be addressed, including the key rationale for why it (they)should be solved.

3. Individual Techniques for Generating Solutions

3. Individual Techniques for Generating Solutions Analysis of past solutions Fresh eyes Mind mapping Sleeping on it Visualization What if?

3. Advantages of Using a Group 1 Shared knowledge and experience will broaden the search and generate more alternative solutions. Leads to a better understanding of how and why a decision was made and it will be accepted more readily.

3. Advantages of Using a Group 2 Members who are willing to take more risks and those who avoid risks contribute to the scope of possible solutions and move each other to the middle ground of risk taking in choosing a solution for implementation. Collective judgement is usually better than that of an individual.

3. Limitations of Using a Group Pressure to conform may negatively influence decision-making. One person may dominate the group. A group requires more time to reach a decision than do individuals. Groups generally don’t make better decisions than an expert or someone with special knowledge and skills.

3. Group Techniques for Generating Solutions Brainstorming Brainwriting pool Nominal group technique

3. Group Techniques for Generating Solutions Brainwriting pool Participants sit around a table and each one gets a sheet of paper with the problem statement written at the top. Each participant has 3 minutes to write down 3 ideas on the sheet of paper. The ideas should always go unedited, and are recorded in private. When time is up. each participant passes the sheet of paper to the participant to the left.

3. Group Techniques for Generating Solutions Brainwriting pool Each participant now reads the ideas that were previously written, repeats and again come up with three new ideas. Participants are free to use the ideas already on the sheet as triggers — or to ignore them altogether. Repeat as necessary.Agree to stop after a fixed number of rounds, possibly when sheets come to a full turn around the table. The ideas are read, discussed and consolidated.

3. Group Techniques for Generating Solutions Nominal group technique This is decision making for groups, who want to make their decision quickly, as by a vote, but want everyone's opinions taken into account. It uses tallying. First, every member of the group gives their view of the solution, with a short explanation.

3. Group Techniques for Generating Solutions Nominal group technique (continued) Then duplicate solutions are eliminated from the list of all solutions, and the members proceed to rank the solutions, 1st, 2nd, 3rd, 4th, and so on. The numbers each solution receives are totaled, and the solution with the lowest (i.e. most favored) total ranking is selected as the final decision.

4. Choosing Among Alternative Solutions

4. Choosing Among Alternative Solutions How practical is the idea? Is it realistic? How cost-effective is it? Can it be easily implemented by a limited number of individuals? Will they be easy to convince?

4. Choosing Among Alternative Solutions Is the idea consistent with the directions already undertaken by the organisation?

5. Implement the Chosen Solution

5. Implement the Chosen Solution What resources are needed? Who else within the organization needs to approve the solution to the problem, and what will it take to win their approval? What has to happen in order to implement the solution; what are the steps in implementation? Who is going to be involved, and what will they do?

5. Implement the Chosen Solution When will the various phases of implementation take place? Who will oversee the implementation?

6. Evaluate the Solution