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Problem Solving / Decision Making

Problem Solving / Decision Making. Kepner-Tregoe The New Rational Manager Chapter 7. Chapter 7 Contents. Situation Appraisal, Tool for Evaluation Situation Appraisal Techniques Situation Appraisal in Practice. Where to Begin?.

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Problem Solving / Decision Making

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  1. Problem Solving /Decision Making Kepner-Tregoe The New Rational Manager Chapter 7

  2. Chapter 7 Contents • Situation Appraisal, Tool for Evaluation • Situation Appraisal Techniques • Situation Appraisal in Practice

  3. Where to Begin? • When faced with a situation, we may experience confusion and uncertainty over where to begin. • We may struggle to recognize and break apart actions that overlap and are required to address the situation.

  4. More on Where to Begin • A manager who is skilled at the three basic rational processes of PA, DA, and PP(O)A is more efficient than one who is not. • These three rational processes are analytical in nature - there purpose is to analyze and resolve • But to be more effective, a manager must also be skilled at another rational process: Situation Appraisal (SA) • SA is an evaluative technique leading to the proper selection and use the analytical techniques

  5. SA Techniques • List threats and opportunities • Separate and clarify concerns • Consider seriousness, urgency, and growth • Determine analysis needs • Determine help needed • See W Fig 16 p 169, B Fig 13 p 165

  6. List Threats and OpportunitiesFour Activities • List current deviations, threats, and opportunities • Review progress against goals • Look ahead for surprises • Search for improvement

  7. List Threats and Opportunities Specific Questions • Where are we not meeting standards? • What problems remain unsolved? • What recommendations are we working on? • What decisions need to be made? • What major projects, systems, or plans are about to be implemented? • What bothers us about …..?

  8. Separate and Clarify Concerns • Most issues are more complex than they first appear • “It is unlikely that employing the separation step of Situation Appraisal will be a waste of time.”

  9. Separate and Clarify Specific Questions • Do we think one action will resolve this? • Do we agree on the reason for our concern? • What evidence do we have that this is a concern? • What do we mean by ….? • What is actually happening in this situation? Anything else? • What actions are suggested?

  10. Separate and Clarify Specific Questions • Together, these questions get below the surface • They shift us from subjective opinion to verifiable information • FACTS and DATA!

  11. Separate and Clarify Specific Questions • “Without the separating questions, it is entirely possible for people to sit through an entire meeting in the mistaken certainty that their individual, disparate assessments of a situation represent the understanding of the group at large.”

  12. Consider Seriousness, Urgency, and Growth • A practical and systematic process for determining dimensions of importance • How serious is the current impact on people, safety, cost, productivity, etc.? • How urgent is it to keep the concern from becoming difficult, expensive, or impossible to resolve • What evidence is there that the seriousness will grow?

  13. Consider Seriousness, Urgency, and Growth • Postpone any concern that ranks low in all three dimensions • “Experienced managerial teams …. can usually pick out the top five (concerns) in a relatively short time.” • Don’t be unnecessarily swayed by activities you enjoy or activities from demanding people.

  14. Determine Analysis NeedsProblem Analysis • Does the situation require explanation? • Is there a deviation from expected performance? • Is the cause of the deviation unknown? • Would knowing the cause help us to take more effective action?

  15. Determine Analysis NeedsDecision Analysis • Does a choice have to be made? • Is there a dilemma around the best action to take? • Do objectives need to be set in order to undertake some activity?

  16. Determine Needs: Potential Problem (Opportunity) Analysis • Has a decision been made that has not been implemented, and is it necessary to act now to avoid possible future trouble? • Does a plan need to be made to safeguard a decision or future activity? • Can we generate additional value by implementing a plan or decision?

  17. Selecting the Right Rational Process • The kind of answer we need determines the choice of Rational Process • How much of an answer we need determines whether we will use all the process or only part of it. • Partial use of the rational processes is common

  18. Determine Help Needed • Often responsibility for resolving concerns must be shared or assigned to others • Who needs to be involved for: • Information Approval • Commitment Development • Implementation Creativity • Analysis Presentation

  19. Determine Help Needed (continued) • What needs to be done and when? • Who will do it? • Who will document the process and the results?

  20. SA in PracticeThe Cases • Sue’s Reports are Late Again • Crushed Cartons • A Difference of Opinion • The Madge Problem • Replacing Obsolete Equipment

  21. Chapter Summary • “Far too much time is wasted trying to make sense of concerns that are unactionable collections of concerns, each with its own unique features and requirements.” • Formal and informal use of SA can significantly reduce this waste of time and energy.

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