DECISION MAKING _ PROBLEM SOLVING STRATEGIES.ppt
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This document discusses strategies for decision making, problem solving, and creative thinking. It begins by defining decision making as deciding what action to take by choosing between options. Problem solving is finding a solution, answer, or conclusion in an optimal way. Creative thinking generates new ideas. The document then provides frameworks for decision making, including understanding how the mind works, having a clear decision making process, and being able to make decisions and solve problems in a unified way. It also discusses improving thinking skills like creative thinking. The key functions of the mind for effective thinking are analyzing, synthesizing, and valuing. It emphasizes developing the "depth mind" and provides a five step process for effective decision making: define the objective, collect relevant information
DECISION MAKING _ PROBLEM SOLVING STRATEGIES.ppt
- 1. Decision Making & Problem solving Strategies P.B.S. KUMAR B.Sc, MA(PM),MA(Ind.Eco.),MBA(HR),BGL,DLL,PGDIRPM MANAGER-HR
- 3. DECISION MAKING: • Decision Making is about deciding what action to take, it usually involves choice between options. A leader who aspires to excellence obviously has a vested interest in ssing that the best decisions are taken. PROBLEM SOLVING: • The Problem Solving is usually a solution, answer or conclusion. The problems are solved in the optimum way and that the creative ideas. CREATIVE THINKING: • The outcome of creative thinking, by contrast, is new ideas. The creative thinking get good ideas for tomorrow's business flow freely. Introduction contd.,
- 4. Introduction contd., Understand the way in which the mind works and the principles of effective thinking. Have a clear framework for decision making. Be aware of the relation between decision making and problem solving. Be able to use a unified model for both making decisions and solving problems. Have sharpened up your creative thinking skills. Be in a position to chart a way forwards for improving your thinking skills across the board.
- 5. YOUR BRAIN AND MIND Behind you practical, everyday thinking there lies the most complex thinking in the known the human mind. Nobody hires and pays you nowadays for your physical strength. You are employed because you have a mind – and can use it effectively. There is vital distinction between brain and mind. There are two aspects to the mind; the information it can store in the memory, and what it can do. What we call technical or professional knowledge usually involves both. You are not only need knowledge about a subject but you also need to be able to apply it in a variety of unforeseen situations.
- 6. USE IT OR LOSE IT !!! Our potential brain power is know to be far greater than the actual power it achieves. No one has remotely approached the limits of it. One estimate suggests that we use no more than about 10 per cent of our brain power. So don’t be worried by the fact that you are losing about 400 brain cells every day indeed, if you do not exercise your mind throughout your life of your brain will shrink at a faster rate. Use it or lose it !
- 7. THE FUNCTION OF THE MIND ANALYSING SYNTHESIZING VALUING
- 8. Contd. . . . . . . . . . THE FUNCTION OF THE MIND In the applied forms of effective thinking – decision making, problem solving, and creative or innovative thinking – all three of these functions are at work. It is their underlying health that largely determines the quality of your thought. Few people have them in harmonious balance, as shown in the illustration (see the fig.). Most of us are better at one rather than the other two.
- 9. Contd. . . . . . . . . . THE FUNCTION OF THE MIND ANALYSING Analysing thinking is closely related to logical or step by step reasoning. You may have noticed that one of the skills you were using in tackling that particular problem was your power of deduction.
- 10. Contd. . . . . . . . . . THE FUNCTION OF THE MIND SYNTHESIZING It is not easy to give a single lable to the second function. Synthesizing – is putting or placing things together to make a whole. It is the reverse process of analyzing. You can synthesize things with your hands, which you do whenever you assemble or make anything. All products and services are the results of syntheses. But you can also do it mentally. If you shut your eyes for a moment and think of your loved once you see a picture. In fact, it is almost impossible not to see a picture. Your computer-like memory flashes it up on the inner screen of your mind very quickly.
- 11. Contd. . . . . . . . . . THE FUNCTION OF THE MIND LISTENING TO YOUR DEPTH MIND YOUR MIND YES NO Do you have a friendly and positive attitude to your Depth Mind ? Do you expect it to work for you ? Where possible do you build into your plans time to ‘sleep on it’, so as to give your Depth Mind an opportunity to contribute ? Do you deliberately seek to employ your Depth Mind to help you to
- 12. Contd. . . . . . . . . . THE FUNCTION OF THE MIND The use of your Depth Mind in decision making, problem solving and creative thinking is such an important principle that I shall return to it later. The million-dollar question is; can we develop our Depth Mind capability ? My answer is : ‘Yes’ , we can. And the first step is awareness that it both exists and works. The secret of effective thinking is working with the natural grain of your mind – go with the flow as they say, but see if you can steer the boat.
- 13. THE ART OF EFFECTIVE DECISION MAKING In decision making there is a classic five-step approach that you should find extremely helpful. That does not mean you should follow it blindly in all situations. It is a fairly natural sequence of thought, however, and so even without the formal framework you would tend to follow this mental path. The advantage of making it conscious is that it is easier to be swiftly aware when a step is missing or more probably has been performed without understanding or intention.
- 14. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING THE CLASSIC FIVE STEPS APPROACH TO DECISION MAKING Step – 1 Define the objective Step – 2 Collect relevant Information Step – 3 General feasible options Step – 4 Making the decision Step – 5 Implement and Evaluation
- 15. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING DEFINE THE OBJECTIVE Do you know what you are trying to achieve ? You do need to be clear – or as clear as possible – about where you want to get to. Otherwise the whole process of decision making is obscured in a cloud. As the proverb says, If you do not know what part you are heading for, any wind is the right wind. COLLECT RELEVANT INFORMATION The next skill is concerned with collecting and sifting relevant information. Some of it will be immediately apparent, but other data may be missing. It is a good principle not to make decisions in the absence of critically important information that is not immediately to hand, provided that a planned delay is acceptable. Remember the distinction between available and relevant information. Some thinkers do not, however, look at the information at their disposal and ask themselves, ‘Is this relevant ?’ Instead they wonder, ‘How can I use it ?’ They are confusing two kinds of information.
- 16. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING Contd…..COLLECT RELEVENT INFORMATION Life would be much simpler if you could just use the information at your disposal, rather than that which you really need to make the decision ! So often quantities of data are advanced – there are acres of it on the internet – that merely add bulk to, say, a management report without giving its recommendations any additional weight. GENERAL FEASIBLE OPTIONS Notice the word options rather than alternatives. An alternative is literally one of two courses open. Decision makers who lack skill tend to jump far too quickly to the either or alternatives. They do not give enough time an mental energy to generating at least three or four possibilities. As a Major in the says to his men, ‘You can be sure that if the enemy has only two courses of action open to him, he will choose the third.’
- 17. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING MAKE THE DECISION The critical preliminary activity here is to establish the selection criteria. It is worth dividing them into different levels of priority.
- 18. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING Contd……..MAKE THE DECISION Unless an option meets the MUST requirements you should discard it. But after the essentials have been satisfied, the list of desirables – highly desirable SHOULDs or pleasant addition MIGHTs – comes into play. Choosing a car is a relatively simple case, because there is a finite number of models to choose from and a relatively simple list of criteria. In order to help you choose in more complex cases, remember that you can make a decision by : Listing the advantages and disadvantages, Examining the consequences of each course, Testing the proposed course against the yardstick of your aim or objective, Weighting the risks against the expected gains.
- 19. Contd. . . . . . . . THE ART OF EFFECTIVE DECISION MAKING IMPLEMENT AND EVALUATE Decision comes from a Latin verb meaning ‘to cut off’. It is related to such cutting words as ‘scissors’ and ‘incision’. What is ‘cut off’ when you make a decision is the preliminary activity of thinking, especially the business of weighing up the pros and cons of the various courses of action. You now move into the action phases. The decision should be seen as part of the overall process. You may hardly notice the actual point of decision, just as passengers on a ship may be asleep when their ship crosses the equator line. The ‘cut off’ point, be it conscious or unconscious, is when thinking ends – your mind is made up – and you move into the action or implementation phase. But you are still evaluating the decision, and up to the Point of No Return (PNR), you can always turn back if the early signs dictate. Not to decide is to decide
- 20. SHARING DECISIONS WITH OTHERS A key issue in leadership is how far the designated leader should share decisions with others. Of course it is also an issue for all of us – how far should we make our decisions after solitary and silent thought, or how far should we consult others ? Before looking together at the decision making aspect of leadership let me put it in context by reminding you of the generic role of leader true for all fields of work and all levels of leadership. If you look closely at matters involving leadership, there are always three elements or variables : the leader – qualities of personality and character the situation – partly constant, partly varying the group – the followers their needs and values
- 21. Contd. . . . . SHARING DECISIONS WITH OTHERS The sharing decision making needs are three types
- 22. Contd. . . . . SHARING DECISIONS WITH OTHERS TASK NEED Work groups and organizations come into being because there is a task to be done that is too big for one person. You can climb a hill or small mountain by yourself, but you cannot climb Mount Everest on your own – you need a team for that. Why call it a need ? Because pressure builds up a head of steam to accomplish the common task. People can feel very frustrated of they are prevented from doing so. TEAM MAINTENANCE NEED This is not so easy to perceive as the task need, as with an iceberg, much of the life of any group lies below the surface. The distinction that the task need concerns things and the second need involves people does not help much.
- 23. Contd. . . . . SHARING DECISIONS WITH OTHERS Contd.. TEAM MAINTENANCE NEED Again, it is best to think of groups that are threatened from without by forces aimed at their disintegration or from within by disruptive people or ideas. We can then see how they give priority to maintaining themselves against these external or internal pressures, sometimes showing great ingenuity in the process. Instinctively a common feeling exists that ‘United we stand, divided we fall’ , that good relationship, desirable in themselves, are also an essential means towards the shared end, This need to create and promote group cohesiveness I have called the team maintenance need. After all, everyone knows what a team is.
- 24. Contd. . . . . SHARING DECISIONS WITH OTHERS INDIVIDUAL NEEDS Third, individuals bring into the group their own needs – not just the physical ones for food and shelter (which are largely catered for by the payment of wages these days) but also the psychological ones, recognition, a sense of doing something worthwhile, status and the deeper needs to give to and receive from other people in a working situation. These individual needs are perhaps more profound that we sometimes realize. They spring from the depths of our common life as human beings. They may attract us to, or repel us from, any given group. Underlying them all is the fact that people need one another not just to survive but to achieve and develop personality.
- 25. HOW TO GENERATE IDEAS When you are struck in problem solving – that is when the techniques you have applied successfully in the past are not working – try a more creative thinking approach. You may be trying to dig the same hole deeper, worrying at your problem like a terrier, when perhaps you should be digging you hole somewhere else. BRAINSTORMING
- 26. Contd. . . . . . HOW TO GENERATE IDEAS BRAINSTORMING The best-known and most widely used creative thinking technique is brainstorming. It was introduced in the 1930s , so it has been around a long time – a sign of its usefulness. You can employ its principles when you are thinking alone, but they work better in a team setting. Brainstorming skills : Take a pair of scissors and list 50 new uses for them – apart from cutting things. You have 10 minutes. Write your ideas down and – if stuck go back and build on you first 10 ideas.
- 27. The Decision Making & Problem Solving Strategy
- 28. Contd. . . . . . HOW TO GENERATE IDEAS THANK YOU - P.B.S. KUMAR - pbs_kumar@rediffmail.com Source of collection : The Five Day Course in Thinking - De Bono,E