1. PROBLEM SOLVING
June 2010
CANADIAN COAST GUARD AUXILIARY - PACIFIC

2. Problem Solving Skills

3. Problem Solving Skills

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

5. 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

6. 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

7. 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?”

8. 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

9. 1. Techniques for Recognizing Problems

10. 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

11. 2. Identify the Problem

12. 2. Identify the Problem
Questions to be asked:

13. 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?

14. 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?

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

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

17. 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?

18. 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?

19. 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?

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

21. 2. Techniques for Identifying the Problem

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

23. 2. Techniques for Identifying the Problem

24. 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.

25. 3. Individual Techniques for Generating Solutions

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

27. 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.

28. 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.

29. 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.

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

31. 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.

32. 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.

33. 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.

34. 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.

35. 4. Choosing Among Alternative Solutions

36. 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?

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

38. 5. Implement the Chosen Solution

39. 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?

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

41. 6. Evaluate the Solution