problem solving decision making ppt

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

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Introduction.

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process, considering their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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Decision making & problem solving

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Management, Leadership, & Internal Organization………..

Note: Lists provided by the Conference Board of Canada

Chapter Ten Making Decisions. Chapter Ten Making Decisions.

Communicating for Results 9e 9 Key Ideas Defining small group Characteristics of successful problem-solving teams Group formats Small-Group Communication.

Definition of problem Unintended and unsatisfactory situations (something going wrong) Some deviation from the expected standard which prevent the achievement.

Decision Making, Learning, Creativity, and Entrepreneurship

What Is Perception, and Why Is It Important?

Managerial Decision Making Chapter 9. Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved. 2 Managerial Decision Making.

8 Thinking Critically, Making Decisions, Solving Problems.

The Nature of Managerial Decision Making

7 Chapter Management, Leadership, and the Internal Organization

PLANNING in NURSING ADMINISTRATION DECISION MAKING & PROBLEM SOLVING.

Copyright c 2006 Oxford University Press 1 Chapter 7 Solving Problems and Making Decisions Problem solving is the communication that analyzes the problem.

Copyright © 2008 Allyn & Bacon Meetings: Forums for Problem Solving 11 CHAPTER Chapter Objectives This Multimedia product and its contents are protected.

Marketing CH. 4 Notes.

RESEARCH DESIGN.

Delmar Learning Copyright © 2003 Delmar Learning, a Thomson Learning company Nursing Leadership & Management Patricia Kelly-Heidenthal

Decision Making Dr Vasuprada Kartic NAC Batch IX PGDCPM.

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Effective Problem-Solving and Decision-Making

This course is part of multiple programs. Learn more

This course is part of multiple programs

Taught in English

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Instructor: Diane Spiegel

Financial aid available

250,499 already enrolled

(6,700 reviews)

What you'll learn

Explain both the affordances and limitations associated with problem-solving and decision-making

Reflect on how mindset and personal bias influence your ability to solve problems and make decisions

Explain and discuss how organizational decisions or non-decisions impact personal development, team dynamics, and company-wide performance

Articulate how both good and bad team decisions can benefit your professional growth

Skills you'll gain

• Critical Thinking
• Decision Theory
• Decision-Making
• Problem Solving

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There are 4 modules in this course

Problem-solving and effective decision-making are essential skills in today’s fast-paced and ever-changing workplace. Both require a systematic yet creative approach to address today’s business concerns. This course will teach an overarching process of how to identify problems to generate potential solutions and how to apply decision-making styles in order to implement and assess those solutions. Through this process, you will gain confidence in assessing problems accurately, selecting the appropriate decision-making approaches for the situation at hand, making team decisions, and measuring the success of the solution’s implementation. Using case studies and situations encountered by class members, you will explore proven, successful problem-solving and decision-making models and methods that can be readily transferred to workplace projects.

Upon completing this course, you will be able to: 1. Identify key terms, styles, and approaches to effective problem-solving and decision-making 2. Explain both the affordances and limitations associated with problem-solving and decision-making 3. Reflect on how mindset and personal bias influence your ability to solve problems and make decisions 4. Explain and discuss how organizational decisions or non-decisions impact personal development, team dynamics, and company-wide performance 5. Articulate how both good and bad team decisions can benefit your professional growth

Identify the Problem

Problem-solving is an essential skill in today's fast-paced and ever-changing workplace. It requires a systematic approach that incorporates effective decision-making. Throughout this course, we will learn an overarching process of identifying problems to generate potential solutions, then apply decision-making styles in order to implement and assess those solutions. In this module, we will learn to identify problems by using a root cause approach as a foundational tool. Additionally, we will address problem parameters that often occur in business situations. Throughout this course, we will utilize a case scenario that will provide specific examples to illustrate the steps in the problem-solving and decision-making process.

What's included

1 video 7 readings 1 quiz 1 discussion prompt

1 video • Total 5 minutes

• Accurately Identify the Problem • 5 minutes • Preview module

7 readings • Total 55 minutes

• Problem Solving in Today’s Workplace • 5 minutes
• Introduction: Problem-Solving and Decision-Making Process • 10 minutes
• The Problem-Solving and Decision-Making Process • 5 minutes
• Course Example: Hybrid Work Environment • 5 minutes
• Parameters • 10 minutes
• Identify the Problem • 15 minutes
• Review: Identify the Problem • 5 minutes

1 quiz • Total 30 minutes

• Module 1 Quiz • 30 minutes

1 discussion prompt • Total 30 minutes

• Benefits and Drawbacks of Problem-Solving and Decision-Making Process • 30 minutes

Generate Solutions

In the previous module, we learned how to identify the root cause of a problem. Now we will discuss how mindset and personal bias can potentially limit creativity in solving workplace challenges. We’ll review problem-solving styles and creativity enhancement approaches to generate a variety of unique solutions while addressing constraints and limited resources.

1 video 6 readings 1 quiz 1 discussion prompt

1 video • Total 4 minutes

• Generate Multiple Solutions with Various Team Perspectives • 4 minutes • Preview module

6 readings • Total 80 minutes

• Introduction • 5 minutes
• Mindset & Personal Bias • 10 minutes
• Problem Solving Styles • 20 minutes
• Generate Solutions • 30 minutes
• Generate Solutions: Hybrid Work Environment Example • 10 minutes
• Review: Generate Solutions • 5 minutes
• Module 2 Quiz • 30 minutes
• Mindset & Personal Bias • 30 minutes

Make the Decision

In the previous module, we learned how to generate a variety of creative solutions. Now we need to decide which solution is the best option. We will explore which decision-making styles lend themselves to best solve the problem given its affordances and limitations. Tips for making better decisions are outlined as well as hazards to avoid.

1 video 5 readings 1 quiz 1 discussion prompt

1 video • Total 3 minutes

• Make the Decision • 3 minutes • Preview module

5 readings • Total 55 minutes

• Decisions Making Styles • 10 minutes
• Choose a Solution • 20 minutes
• Make the Decision: Hybrid Work Environment Example • 10 minutes
• Review: Make the Decision • 10 minutes
• Module 3 Quiz • 30 minutes
• The Impact of Decisions • 30 minutes

Implement and Assess the Solution

In the previous module, we learned how to make the decision given the best information at hand. Once the decision is made, it’s time to implement and assess the chosen solution. As we get ready to implement, we are well-served to review situational variables as elements in the environment may have shifted during the decision-making process. We will also need to define the solution’s performance metrics and Key Performance Indicators (KPIs) in order to later measure or assess the solution’s impact on the organization. Anecdotal data is equally valuable as it can share the emotional impact on employees.

• Measure Success Through Data • 3 minutes • Preview module
• Implement the Solution • 30 minutes
• Assess the Solution • 10 minutes
• Review: Implement and Assess the Solution • 5 minutes
• Final Message • 5 minutes
• Module 4 Quiz • 30 minutes
• Implement & Assess the Solution • 30 minutes

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I found Rob Stone to be a very easy teacher to follow. The class was designed well and made it easy for me to understand how to use data and charts to make decisions in business!

Reviewed on Dec 24, 2022

thanks to this course i been more enhance my skill of problem solving in my profession and using different technique to solve the problems and making the best decission making

Reviewed on May 16, 2023

The course was like a refresher to me and it was fun learning it. It was easy to understand and the videos makes it more easy to summarize the content of the topic.

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Decision Making PowerPoint Templates

Download decision making PowerPoint templates and slide designs that you can use to make presentations on business decisions. Under this category you can find affordable decision making slide designs including popular decision trees, phone tree diagrams or other business-decision trees to make presentations showing the results of a root-cause analysis or the use of problem solving techniques.

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The Decision Making PowerPoint templates gallery groups the business presentation templates with the purpose of: a-explaining decision making processes, b-present decision making exercises or analysis, c-present decision making frameworks and models. The SlideModel templates for decision making are designed to help users present topics related to decision-making in management, development, training, and other areas.

The Decision Making templates are a collection of creative designs with decision making diagrams, models, tools, and charts. You can navigate through the gallery designs and choose the best fit decision-making presentation. Editable slides of decision making PowerPoint gives an advantage of personalizing templates and impressing the audience. You will find a range of decision-making concept diagrams and illustrations in our decision making PowerPoint catalog.

What is Decision Making?

Decision-making is a process of selecting the most effective course of action from two or more alternatives to get desired results. It is a reasoning process based on facts, figures, preferences, or beliefs of the decision maker (person or group). For the most part, the decision making involves analysis of alternative solutions as per the evaluation criteria.

The ability to make good and timely decisions is essential in life situations. In terms of business, decision making skills are crucial for effective management of teams and organizations. It is an integral part of business management and a key to good governance. The best results come from planning your decision making approach.

For decisions to take place, an objective or expected outcome must be established as well as the input scenario. The different decision making processes generate paths from inputs to outcomes using different analysis techniques Formalizing the decision making processes help managers to improve over time and be able to share with peers the reasoning behind decisions.

What is a Decision Making PowerPoint template?

The PowerPoint templates not only help you visualize an approach for “decision making process”, but it also helps you organize and materialize the thought process.

SlideModel provides decision making powerpoint templates with different purposes. Ranging from model diagrams to explain specific decision making frameworks to presentations themes designed to explain decision making conclusions.

The decision making PowerPoint templates are diagrams, models, and graphics to give an in-depth explanation of the topic. The graphics let the audience retain information longer with relevant visual aid. You can choose the diagram template that goes well with your decision making process.

How can a Decision Making PowerPoint template be used in a presentation?

The PowerPoint templates can be used during different stages of the decision-making process.

Educational or Informational Approach

The editable templates for problem-solving and decision-making techniques let users customize slides according to their decision making process. If you are a teacher, business leader, manager, or business analyst, the decision making diagram templates are a must-have collection for you.

Execution Approach

The execution of a decision making process has several stages. When explaining long and complex decision making processes the presenter can use different PowerPoint templates to achieve its communication objective. First, the main theme, in order to create a cohesive presentation, the user will select a general-purpose template. Second, the initial stage of the process is selecting the decision making framework to apply. The presenter will use the models templates and include the one selected. Third, each decision making process has steps, the presenter will provide a high-level description of the action and variables evaluated in each process step. Finally, the process generates decision paths and outcomes. The presenter will probably use decision trees or other structures to explain the analysis.

Why has decision making become necessary

Save time and resources: With proper decision-making skills, the business resources can be used efficiently and cost-effectively. If you follow a logical sequence, you will waste less time and make use of the right resources at the right time.

Motivational factor: When an objective is defined, requirements are clear, and a plan is available, people do things faster. With completing tasks comes the sense of accomplishment that motivates teams to do more and better.

Prevent conflicts: When the team does not know which solution or approach they are being led in, it can create a conflict at the workplace. The decision making skills of managers show the right way to do things. It prevents them from arguing over ideas or projects.

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Problem Solving And Decision Making Powerpoint Presentation Slides

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Problem Solving and Decision Making

Jul 20, 2014

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Problem Solving and Decision Making. Presented by Dianne Orfanos District Organizational Development 11/9/2010. Objectives. Determine personal decision making style Identify problem solving processes Identify problem solving tools Practice 1-2 decision-making tools.

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Presentation Transcript

Problem Solving and Decision Making Presented by Dianne Orfanos District Organizational Development 11/9/2010

Objectives • Determine personal decision making style • Identify problem solving processes • Identify problem solving tools • Practice 1-2 decision-making tools

So you’ve got a problem? That’s Good! Why? Because repeated victories over your problems are the rungs on your ladder to success. With each victory you grow in wisdom, stature and experience. You become a bigger, better, more successful person each time you mend a problem and tackle and conquer it with a positive mental attitude. W. Clement Stone

Problem Solving and Decision Making Used interchangeably

Determine personal decision making style/tendencies • I’m Always Right • Show Me a Risk and I’ll Take It • Lone Ranger • I Can “Feel” It • Fence Sitter • The Doomster • Don’t Worry Be Happy • Details, Details, Details

Problem Solving is a Process Problem solving is a process that can be broken down into steps Different Approaches: • Plan, Do, Check, Act (PDCA) • Plan, Do, Study, Act (PDSA) • Define, Measure, Analyze, Improve, Control (DMAIC) • Others...

Problem Solving is a Process • Problem solving is a process that can be broken down into 4 steps: • Understand the current situation • Identify the root cause of the problem • Develop an action plan • Execute plan, making changes as needed Problem Solving 101 Ken Watanabe

Problem Solving Process

Understand the current situation What process or service needs to be improved? What is the gap between what we have and what is needed or wanted? • Who are the people involved: internal and external customers • What aspects of the work are causing the greatest frustration? • What is required? • What is happening now? • What’s keeping us from meeting our expectations

Balance Your Personal Decision Making Style • Communicate • Communicate • Communicate

Root Cause Analysis(RCA) -Analyzing the initial cause of an outcome or result • 5 Whys • Fishbone Diagram • Pareto Analysis

5 Why’s • Pros • Cons

Cause & Effect Diagram (Fishbone & Ishikawa Diagram) • 6 Categories • Ideas – come from Brainstorming • If more than one effect – create another diagram for another effect Effect

Categories Effect Make up own categories People Process Policy Plant Program Product Materials Methods Machines Mother Nature Manpower Measurement

Categories Machines Methods Materials Car broke down Accidently drank decaf coffee Forgot to turn on alarm Late for Work Rain caused slowdowns Boss gave wrong start time Door not unlocked Alarm Clock Time Incorrect Mother Nature Manpower Measurements

Categories Machines Methods Materials Late for work Mother Nature Manpower Measurements • In the office • Peoples • Process • Policy • Plant • Program • Product

Pareto • 80%- 20%

Mind Map -Thinking tool that reflects externally what goes on inside your head. • Straight forward and fun • Start with word in center on blank page • Branches to central image • Lines are curved branches, organic and free flowing – nature is curved • One word for each branch – free association is possible • Ex – Dianne on one line; Orfanos on another line. Length of work is length of branch • Use color, the brain likes color, • Use images Tony Buzan – Maximize the Power of Your Brain

Examples of Mindmaps • Start in center on landscape page • Use an image or a picture for your central ideas • Use colors throughout • Connect your main branches to sub-branches • Make branches curve and flow • Use one word per line, same length of word • Use images throughout

Develop an action plan

Execute plan, making changes as needed

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Problem Solving Presentation Templates

Present the problem-solving processes effectively with our premade problem solving powerpoint templates and google slides themes. crafted to guide you from problem identification to resolution, these free templates breathe life into complex strategies. they feature creative, fully editable infographics, like puzzles and light bulb designs..

• Analytical Thinking: Breaking down a problem into smaller parts to understand its nature.
• Creative Thinking: Thinking outside the box to find unique and effective solutions.
• Decision Making: Choosing the best course of action among different alternatives.
• Team Collaboration: Working together to generate diverse perspectives and solutions.
• Communicate the problem statement clearly to stakeholders.
• Exhibit potential solutions and their implications.
• Rally teams around a unified strategy.
• Track progress and outcomes.

In such scenarios, the design and layout of your presentation matter as much as its content. And this is where Slide Egg steps in!

• Diverse Designs: From representing problem identification, business solutions, problem-solving techniques, and strategies to process steps, our slides have it all.
• Creative Infographics: Our slides are adorned with multicolor infographics like puzzle pieces, human brains, ladders, bulbs, stars, magnifiers, locks, and keys to captivate your audience.
• User-Friendly: Our problem solution slides  offers 100% editable features, allowing you to tailor the content to fit your narrative seamlessly.
• Cost-Efficient: For those on a budget, we provide free problem and solution slides so you can experience the quality of our offerings.

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How To Build A Problem Solving PowerPoint

We're here to help you, what is problem solving presentation templates.

Problem Solving Presentation Templates is a set of pre-designed PowerPoint slides that you can use to present and explain problem-solving strategies. The templates provide visuals and text that you can use to describe the problem-solving process, from identifying the problem to finding a solution.

Where can we use these Problem Solving Slides?

You can use these Problem Solving Slides for corporate meetings, educational classes, team-building events, or workshops. You can also use them to help facilitate brainstorming sessions and critical thinking activities.

How can I make Problem Solving PPT Slides in a presentation?

Start by creating a slide that outlines the problem. This should include the problem statement and a brief description of the context. Including brainstorming, researching, listing potential solutions, analyzing the data, and finally arriving at a solution. Suppose you want to create slides by yourself. Visit Tips and tricks for detailed instructions.

Who can use Problem Solving Presentation Templates?

Anyone can use Problem Solving PPT Templates to present a problem-solving strategy or process visually engagingly. These templates can be used by professionals, educators, students, business owners, and anyone looking to share a problem-solving approach with an audience.

Why do we need Problem Solving Presentation Slides?

Presenting a problem-solving Presentation slide helps illustrate complex concepts and issues. It can also engage an audience, provide visual context and simplify data. Problem-solving slides can convey ideas and solutions effectively and explore different solutions and alternatives.

Where can I find free Problem Solving Presentation Templates?

Many websites offer free Problem Solving Presentation Templates. Slide egg is one of the best PowerPoint providers. Our websites have uniquely designed templates that allow you to share the problem and help to track progress towards a solution.

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Problem Solving and Decision Making - PowerPoint PPT Presentation

Problem Solving and Decision Making

... issues are not the usual stuff of the supervisor's job. ... gather the raw materials by learning about the problem and by developing your general knowledge. ... – powerpoint ppt presentation.

• Problem solving involves making a series of decisions
• deciding that something is wrong,
• deciding what the problem is, and
• deciding how to solve it.
• Successful problem solving depends on good decisions.
• Decision A choice from among available alternatives.
• Much of the supervisors job is making decisions.
• In many cases, decisions are made without giving any thought to the process of deciding.
• Supervisors will automatically decide something
• because it feels right or
• because a decision has been made on a similar issue in the past.
• Decision making can be improved by understanding how the decision-making process works in theory and in practice.
• The rational model of decision making includes
• a. identify the problem
• b. identify the alternative solutions
• c. gather and organize the facts
• d. evaluate the alternatives
• e. select and implement the best alternative
• f. get feedback and take corrective action.
• The importance of understanding and using a model is that the decision will be the result of facts and analysis rather than of opinions and feelings.
• Identification of the real problem is extremely important.
• If the wrong cause and solution for that cause is selected, the problem will still be there.
• Deming says that most problems are unknown or unknowable.
• There are two basic types of problems
• simple, or acute and
• long-standing, or chronic, problems.
• Simple problems occur suddenly, and the cause of the problem may be obvious.
• An example is when the electricity goes off because a fuse is blown.
• The chronic, or recurring, problem is usually more complex, and it is difficult to determine the causes and solutions.
• This type of problem can benefit from the conscious use of a problem-solving or decision-making model.
• Choosing an alternative that meets minimum standards of acceptability.
• Solutions that meet minimum standards will likely result in a return of the problem, since there is no margin of safety that will allow for slight changes and desirable outcomes.
• The tendency to most easily remember events that have occurred recently.
• To test this concept, try to remember what happened yesterday.
• Now try to remember eight or ten days ago with the same kind of detail.
• Rigid opinions about categories of people.
• Supervisors often have neither the time nor the desire to follow all these steps to make a good decision.
• They may have trouble thinking of all the alternatives or
• gathering all the facts they need.
• Given the human and organizational limitations, supervisors tend to make compromises most of the time.
• If the supervisor is aware of the kinds of compromises people make, he or she is more likely to be aware when using them.
• Some kinds of compromises are useful in some situations, others are to be avoided as much as possible.
• Sitnplicity.
• Usually what we do is think over our experiences and consider some of the ways similar problems have been handled in the past.
• The downside of this approach is that it tends to bypass new and innovative solutions that may deliver better results.
• When it seems impossible or unreasonable to find the best alternative in the universe, decision makers settle for an alternative they consider enough .
• The process is also known as bounded rationality, that is, the decision maker places limits, or bounds, on the rational model of decision making.
• The decision maker considers alternatives only until he or she finds one that meets his or her minimum criteria acceptability.
• This considers alternatives that are the result of intuition and instincts, rather than impartial data.
• Even when the process for arriving at the decision otherwise rational, the numbers used in the process may be subjective.
• As a result, they may be less than completely accurate.
• People tend to favor solutions that they believe they can justify to others.
• People may assume that everyone sees things the way they do.
• They think if something is clear to them it is also clear to everyone else.
• Decision makers must find out what other people are thinking and take those views into account.
• Rigid opinions about categories of people distort the truth that people offer a rich variety of individual strengths and viewpoints.
• The cure for stereotyping is not to assume that everyone is alike.
• The supervisor should be aware of what his or her stereotypes about people and situations are.
• In making a decision, the supervisor should consider whether those stereotypes truly describe the situation at hand.
• When the consequences of a decision are great, the supervisor should spend more time on the decision.
• He or she should try to follow the rational model of decision making, collecting information and including as many alternatives as possible.
• When the consequences are slight, the supervisor should limit the time and money spent in identifying and evaluating alternatives.
• In a crisis, the supervisor should quickly select the course of action that seems best
• This is an application of satisficing.
• Rather than waiting to evaluate other alternatives, the supervisor should begin implementing the solution and interpreting feedback to see whether the solution is working.
• Supervisors should be careful in identifying crisis situations.
• Sometimes it is easy to define more and more situations as a crisis or pseudo crisis using crisis decision-making methods.
• The supervisors boss doesnt want to hear about every minor decision, but the boss does need to know what is happening in the department.
• The supervisor should inform the boss about major decisions.
• These would include decisions affecting
• the department,
• meeting objectives,
• responses to crises, and
• any decision that might be controversial.
• When the boss needs to know about a decision, its usually smart to discuss the problem before reaching and announcing the decision.
• The boss may have some input to the decision-making process that may modify the supervisors decision.
• In a crisis, the supervisor may not have time to consult with his or her boss and has to settle for discussing the decision as soon as possible afterward.
• Sometimes it is difficult to say which alternative solution is best.
• Perhaps none of the choices looks good enough.
• In this case, it may be difficult to move beyond studying the alternatives to selection and implementation.
• However, avoiding a decision is just another way to decide to do nothing.
• Being decisive means reaching a decision within a reasonable amount of time.
• The supervisor should pick the best alternative or at least an acceptable one, and then focus on implementing it.
• A decisive supervisor clears his or her desk of routine matters when a problem arises.
• The supervisor
• refers the question or problem to the proper people,
• delegates appropriately, and
• keeps work moving.
• He or she takes complete responsibility for getting the facts needed.
• A decisive supervisor keeps his or her employees informed of what they are expected to do and how they are progressing relative to their objectives.
• Being decisive should not mean that a supervisor is blind to signs of a mistake.
• If the feedback indicates the solution is not working, the supervisor must be flexible and try another approach
• Avoid making a major issue out of each decision.
• Good planning can avert many crises, and life-and-death issues are not the usual stuff of the supervisors job.
• Put each issue into perspective so that alternatives can be evaluated and an appropriate amount of time can be devoted to finding the solution.
• Avoid inappropriate responses to failure.
• Acknowledge mistakes, but do not dwell and agonize over them.
• It is more important to learn whatever lesson the mistake can teach, and then move on.
• Remember to draw on easily available information.
• Have some of the alternatives been tried before?
• If so, what was the outcome?
• Also consult with other members of the organization or with outside experts.
• Beware of promising too much.
• Dont make promises you cant keep to your employees or your boss.
• A body of techniques for comparing the consequences of possible decisions in a risk situation.
• A graph that helps in decision making by showing the value of expected outcomes of decisions under varying circumstances.
• Decision trees can be used to present a variety of conditions to help familiarize others who are involved in the decision-making process.
• A computer program that leads the user through the steps of the formal decision-making process.
• Software programs can construct the tree diagram and other decision-making tools, such as matrices that consider multiple factors.
• The decision tree is a graph or picture of all alternatives under consideration.
• Decision-making benefits from a logical process that will present alternatives in a format that displays the alternatives and consequences of selecting each of the possible alternatives.
• It is useful to the supervisor because it can show relationships and potential outcomes of each step of the decision-making process, and allows mathematical calculations by including probability factors or risk involved in each decision.
• In constructing the decision tree, the consequences for each alternative are considered.
• The decision tree can also be used to inform and communicate with the supervisors boss.
• A decision can be selected with a fair amount of certainty.
• However, with the decision tree, if the selected alternative not working as anticipated, another alternative has already been considered with its consequences.
• The failure to think independently and realistically as a group because of the desire to enjoy consensus and closeness.
• An illusion of being invulnerable
• Defending the groups position against any objections
• A view that the group is clearly moral--the good guys
• Stereotyped views of opponents
• Pressure against group members who disagree
• Self-censorship, that is, not allowing oneself to disagree.
• An illusion that everyone agrees (because no one states an opposing view)
• Self-appointed mindguards--people who urge other group members to go along with the group.
• Some organizations allow or expect supervisors to work with others in arriving at a decision
• Supervisors might encourage employees to come up with a solution themselves.
• Group members can contribute more ideas for alternatives than an individual working alone.
• The group will have a broader perspective since the experience of the group is broader than an individuals experience.
• People involved in the decision will better understand an alternative selected and also be more likely to support the decision.
• Involvement by employees in decision making provides an opportunity for improving morale and employee self-esteem.
• Recognition of the contributions of groups is a powerful motivator.
• Group decision making is slower than individual decision making.
• There is an opportunity cost to the organization when employees spend time in meetings rather than producing or selling.
• If one person dominates the decision-making process, the value of multiple inputs is lost.
• An idea-generating process in which group members state their ideas, a member of a group records them, and anyone may comment on the ideas until the process is complete.
• Brainstorming is the process of coming up with as many ideas as possible.
• It may be structured, that is, each person takes a turn suggesting an idea.
• An unstructured session calls for individuals calling out whatever comes to mind. In the use of either method, no value judgments should be made about the suggestions.
• A brainstorming session can be held for generating ideas about problems to be solved, causes for identified problems, and alternative solutions for the problem.
• Individuals with knowledge about the issue should be included, although an outsider may also be useful.
• This person will help clarify and question why suggestions are or are not made.
• The supervisor is wise to involve employees in some but not all decisions.
• When a decision must be made quickly, like in an emergency, the supervisor should probably make it alone.
• When the supervisor needs to build support for a solution, such as in cutting costs or improving productivity, the group process is useful.
• When the consequences of a poor decision are great, the benefits of the groups collective wisdom are worth the time and expense of gathering the input
• The supervisor may use the employees for input or they may be asked to make the decision.
• Whenever supervisors ask for employee input, they should be sure they intend to use the information.
• Since a primary benefit of group decision making is the variety of opinions and expertise, a supervisor leading a decision-making meeting should be sure that everyone is participating.
• The supervisor should concentrate on listening and encouraging the input of others.
• If someone is not participating, the supervisor may have to ask for his or her opinion or thoughts on the matter at hand.
• Brainstorming is another way to generate ideas in a group.
• Group members state their ideas no matter how far-reaching they may seem.
• No one may criticize or even comment on an idea until the end of the process.
• All ideas are recorded on a flip chart or black (white) board.
• Evaluation or follow-up on ideas takes place after all ideas are suggested.
• Fifty to a hundred ideas may be generated in a single brainstorming session.
• The value of generating ideas in a free and open forum is to have group members build off each others ideas.
• Some ideas are likely to be only slightly different from others or a combination of previously mentioned ideas.
• The ability to bring about something imaginative or new.
• In decision making, creativity means being able to generate alternatives that are innovative or different from what what has been used in the past.
• Thinking outside the box
• There is a common notion that some people are creative and the rest of us are stuck with following routine and ordinary courses of action.
• A fundamental way to become more creative is to be open to your own ideas.
• think of as many alternatives as you can
• jot them down
• dont evaluate them until after you have finished the list.
• Gather the raw materials by learning about the problem and by developing your general knowledge.
• Constantly expand your experience.
• Work over those materials in your mind
• As you think of partial ideas, jot them down so you can refer to them later.
• If youre stuck on a problem, try leaving it for a while.
• Let your subconscious do the work.
• Stimulate your imagination.
• Identify an idea.
• Ideas often pop into your head unexpectedly.
• Shape and develop the idea to make it practical
• Seek out constructive criticism.
• The most important step a supervisor can take to establish a work climate that encourages creative thinking is to show that he or she values creativity.
• When employees offer suggestions, the supervisor should listen attentively and look for the positive aspects of the suggestions.
• Then the supervisor should attempt to implement the suggestions and give the employee credit for the idea.
• Failure should be acknowledged as a sign that people are trying.
• Help employees see what can be learned from failures as well as from successes.
• Creating an environment that fosters creativity is not simply listening to alternative solutions when problems occur.
• The environment is developed daily and by all levels of the organization.
• The supervisor can nurture a creative environment by the way he/she treats people and their ideas on an ongoing basis.
• Respect for all employees and appreciation of daily contributions will create an environment where employees feel valued and are willing to think about the problems of the workplace.
• Often supervisors and employees have difficulty being creative because they are afraid their ideas will fail.
• Focus on learning from failures
• Another barrier to creativity is being overly busy.
• Creativity requires time to think.
• Isolation also interferes with creativity.

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