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Problem Solving and Decision Making Skills

-Tarak Bahadur KC, PhD tarakbkc@gmail.com

Learning Objectives

Define problems and decisions Recognise reactions to problem / situation Explain decision making approaches and

process Recognise decision making practices in

Nepal Identify decision making problems Explain approaches to improve decision

making ability2

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Contents

Meaning of Problem Solving and Decision Making

Classification of Decisions Reactions to Problem / Situation Process of Decision Making Decision Making in Nepal Problems in Decision Making Approaches to Improve Ability to Make

Decisions and Solve Problems

Methodology

Interactive LectureBrainstorming Critical Incident

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Problem

“In a day, when you don’t come across any problems- you can be sure that you are traveling in a wrong path.”

-Swami Vivekananda

A problem is a situation or a state of affairs that causes difficulties for people. It is also a gap between a current and a desired state. The gap may be viewed as the difference between 'what is' and 'what should be' or 'where we are' and 'where we want to be'.

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Problem Solving

If a problem is a gap between two states, then problem solving is 'the process of closing that gap, i.e. changing the current state into the desired one.'

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Decision

“A decision is a judgment”- Peter Drucker

A choice between or among various alternatives

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Classification of Decisions

Personal decisions to achieve own objectives.Organisational decisions to fulfill the obligations of

own position in the organisation.

- Programmed – usually made at lower level and are usually routine in nature. Made on the basis of pre-established rules / procedures.

- Non-programmed – established rules / procedures are inadequate to deal with the new kinds of situations, and the decision maker has to be innovative. The risks involved are high. Decisions made about non-recurring problems for which there are no pre-specified courses of action.

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Decision Making

------ is an activity carried out in the process of solving problems.

------ is the selection of one behaviour alternative from two or more possible alternatives.

-Terry

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Reactions to Problem / Situation

Ignore or avoid Act without thinking Positively decide to do nothing Take decision only when there is a crisis or

pressure Take action only after gathering information

and giving some thought

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Approaches to Decision Making Authoritarian - deciding

independently seeking no contributions other than asking for necessary information and passing them down the line for implementation.

Democratic - jointly, as a team, making a decision which has the support of the whole group.

Approaches / Styles to Decision Making

No one style appropriate for all situations. Occasions when one style rather than any

other is more likely to produce better quality decisions implemented with greater success.

Need to adopt a flexible approach by varying style in response to the nature of the decision and the context in which it is made and ultimately implemented.

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Process of Decision Making

Rational DM Process

Sense Effects

Identify/Define Problems

Develop Alternatives

Evaluate Alternatives

Choose the Best Alternative

Implement the Decision

Monitor the Implementation

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I Diagnose Problem/ Define the Objective

"A problem properly defined is a problem half solved.“ Define the problem Identify the decision objectives (what will happen when the

problem has been solved) Identify the causes of problem What you are trying to achieve? What suggests that there is a problem? To who is it a problem? What kind of problem is it (attitude, understanding, competence)? Has this ever happened before? Is it a human performance or a technical problem? What is the potential magnitude of the problem if it remains

unresolved?

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II Develop Alternatives to Solve the Problem

This is a brainstorming step to generate alternatives, not to evaluate them. Brainstorming suggests a range of possible solutions.

Listing options (Thinking creatively) - the alternatives to reach Pokhara?

- Nobody says "no“- Nobody says "That will never work“- Nobody says "That has already been tried

before“- Nobody says "That is a stupid idea"

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III Evaluate Alternatives

Realistic to Organisation GoalsHelpful to Solve the ProblemTiming ResourcesAcceptabilityFeasibilityRisk

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IV Choose the Best Alternatives

Solution should be satisfactory rather than ideal. There are four criteria for choosing the best from among the possible solutions:

1.The risk - weigh the risks of each course of action against the expected gains.

2.Economy of effort - which will give the greatest results with the least effort?

3.Timing- situation in the organisation.

4.Limitations of resources - vision, competence, skill, etc. of staff who carryout decisions. Do we have resources to carryout decisions?

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V Implement the Decision

Putting a chosen solution into effect requires a carefully drawn-up action plan.SN Activities /

ActionsBy Required

Resource (s)Critical Success

Factor (s)Whom When

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VI Monitor the Decision

Set dates for monitoring. Who will monitor? How and when?

Is the solution effective? Are we still satisfied? Are there parts that need

reworking? In light of new data received, do we need to make any changes?

Has there been any permanent improvement? How adequate have our problem solving procedures

been? Are we learning from experience? What new problems have we identified?

Bases of Decision Making (Nepal)

Constitution Acts, Rules, Policies Court / Executive order Budgetary instruments Administrative procedures International conventions, declarations and

commitments Treaties/ MOUs with international communities /

agencies Parliamentary directives CIAA / NVC directions, etc.

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Methods (Nepal)

Tippani Cabinet Proposal Minutes (Meeting / Committee) Tok-aadesh

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Characteristics / Approaches (Nepal)

"Manasaya" "Bholi" - never comes. Passing to others (above) /

avoidance Afno manchhe- nepotism, favouritism Patchwork/ 11th hour Ad-hoc Populist Survival (individualistic) Pressure – individual / group Centralized- dominated by power centers Delegated matters forwarded to delegatee Ignorance to institutional interest

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Problems in Decision Making (Contd.)

Which problem to solve? What is a right decision? External and internal environment Individual's values, capabilities,

biasness / prejudice, experience Time Conflicting information For some “thinking” is not “work”

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Basic Approaches to Improve Decision Making Ability

1. Improve analytical ability2. Adopt systematic approach3. Invite conflicting views4. Consider factors influencing

decision making5. Use imagination / Be creative6. Implementation and follow-up

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1. Improve analytical ability

Opinions are perfectly good starting point. Ask questions starting with:

What, Why, When, How, Where, and Who.

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2. Adopt systematic approach

Analyse the situation Identify possible courses of

action Weigh them up Decide what to do

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3. Invite conflicting views

One should not expect a bland consensus view

The best decisions emerge from a clash of conflicting points of view

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4. Consider factors influencing decision making

Availability of resources Environment- internal / external (PEST) Capability, values, experience of concerned people Knowledge Time Biasness / prejudice Customs and habits of people Psychological factors- emotion, ethics, values… Future as anticipated Superiors and subordinates Interest / Pressure groups

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5. Use imagination

Use 'lateral thinking' and 'brain-storming'. You can develop your ability to think creatively by:Breaking away from any restrictions Opening up your mind to generate new ideasDelaying judgment until you have thoroughly explored the alternative ideas (for example, 'It won't work', 'It won't solve the problem')

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6. Implementation and follow-up

A problem is not solved until the decision is implemented. Think carefully not only about how a thing is to be done (who, what, when) but also about its impact on the people concerned and the extent to which they will co-operate.

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Some Tips for Effective Decision Making

Do not make decisions that are not yours to make It is not choice between right or wrong, rather choosing

from among alternatives Avoid snap decisions What is right, not who is right Consider those affected by the decision (involve if feasible) Mentally rehearse implementation of your choice View a ‘problem’ as an ‘opportunity’ Decision must meet the situation, and be acceptable to as

large number of people as possible Choosing the right alternative at the wrong time is not any

better than the wrong alternative at the right time, so make the decision while still have time

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Conclusion

Decision must meet the situation, and be acceptable to as large number of people as possible. Effective decision making requires creativity. Creative thinking is hindered by commitment block, perceptual blocks, emotional blocks and cultural / environmental blocks. Therefore, first thing is to overcome from the blocks and be creative in different course of action, likely causes, possible solutions, and a variety of outcomes. Finally, maintain ethical behaviour and integrity while making decisions.

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“Think Laterally, and be Creative.”

Good luck and Thank you