1. Problem Solving

3. Overview
 Problem solving is an information-based
search activity
 Getting out from where you are ( Current
state) to where you want ( Desired state)

4. Identifying Problems
 Analyzing Environment
 Recognizing the Problems
 Identifying the Problems

5. Analyzing Environment …
 Gathering information gained
 To respond to problems/opportunities.
 Constantly both internal and external
organizational environments

6. Analyzing Environment …
 Search Where?
 Search What?

7. Recognizing the Problems
 A problem is exist before you take advantage
of it.
 It is all from gathered information that a
company did in analyzing environment.

8. Identifying the Problem …
 Define the problem
- What happened or will happen?
- Where did it or will it have an impact?
- Where did it or will it have an impact?

9. Identifying the Problem …
 Defining complex problems
Break it down to 1-7 steps
 Verifying your understanding of the problems
Great deal to verify your problem analysis
for conferring with a peer or someone else

10. Identifying the Problem …
 Prioritize the problems
 Understand your role in the problem:

11. Identifying the Problem
 Look at potential causes for the problem
One reason a problem is a problem because there
is uncertainty regarding the action to take

12. Problem Solving Techniques
 Brainstorming
 Decision Making
 Focus Group
 SWOT

13. Brainstorming
What issues can be solved by brainstorming ?

14. The Rules of Brainstorming:
 No criticism or judgment
 Be free to express
 The quantity and not the quality
 Ideas are recorded
 Evaluated after a lapse of time

15. Benefits of Brainstorming
 Solutions can be found rapidly and
economically
 Results and ways of problem-solving that are
new and unexpected
 A wider picture of the problem or issue can be
obtained
 The atmosphere within the team is more open

16.  The team shares responsibility for the problem
 Responsibility for the outcome is shared
 The implementation process is facilitated by
the fact that staff shared in the
 decision-making process

17. Using the mind mapping systems further
enhances the brain writing method

18. General Decision Process

19. Organizational Decision -
Making
 Programmed Decisions
 Non Programmed Decisions

20. Models Decision - Making
 Rational Model :
- Identify the problem
- Generate alternative solutions
- Evaluate and choose among alternative
solutions
- Implement and monitor the solution

21.  Information and uncertainty
 Managerial abilities
 Preferences and values
 The Carnegie Model Satisficing
 Bounded rationality

22. SWOT

23. Focus Group in Organizations

24. What Focus Groups Can Do ?
 Create and discuss new ideas
 React to specific concepts
 Galvanize participation and support

25. What Focus Groups Can’t Do ?
 Be your sole research methodology
 Replace relationship building

26. Advantages
 Participants can react to and build on the
responses of other group members
 Focus groups allow the researcher to interact
directly
 They allow for the collection of rich data in
participants own words

27. Disadvantages
 The small number of respondents limit
generalisation to the wider population
 Results may be biased by particularly strong
group members
 The open-ended nature of responses may
make interpreting results difficult

28. SURVIVING STRATEGIES

29. References
 http://www.emacassessments.com/organizational-probl8:35 PM
 http://www.scribd.com/doc/34884397/101-Creative-Problem-Solving-Techniqu
 http://www.preciousheart.net/chaplaincy/Auditor_Manual/9probslv.pdfwww.pr
 http://www.unido.org/fileadmin/import/16953_Brainstorming.pdfwww.unido.
org