Copyright 2000, Dr, Larry W. Long1 by Dr. Larry W. Long Chapter 6 Problem Definition, Teams & Tools.

Copyright 2000, Dr, Larry W. Long

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byDr. Larry W. Long

Chapter 6Problem Definition, Teams & Tools


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Problem Definition Models• Reflective thinking• Koehler’s RPIM• Koehler’s PAIM• Brainstorming• Synectics• Intertia Activation• Larson’s Questions• Hierarchical• Elaborated Hierarchical


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Dewey’s Reflective Thinking

• Problem-solving– experience difficulty– isolate and define difficulty– suggest possible solutions– examine solutions – choose solution / implement– evaluate situation


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Dewey’s Reflective Thinking

• Assumption:– All information is available

• Strength:– Logical, time-tested approach

• Weakness:– Assumes everyone has

access to all information necessary to define and solve problem


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Koehler’s RPIM-Model

• Reactive Problem Identification - Model

• A Cause and Effect Strategy– Identify undesirable condition– Identify cause of condition– Identify ways to remove or alter

the cause


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Koehler’s RPIM-Model

• Define desirable outcomes

• Describe what occurred

• Explore effects• Identify negative

effects• Define cause of

negative effects


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Koehler’s RPIM-Model• Assumption:

– Identify cause, remove cause, solve problem

• Strength:– Identifies negative

effects; enables specific action

• Weakness:– Problems rarely

have one cause


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Koehler’s PAIM or Goal Achievement

• ProActive problem Identification - Model

• Three Questions:– What is the goal or object– What blocks goal achievement– How can the barriers be removed


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Koehler’s PAIM

• Assumption:– Assumes barriers to

goals are problems that need to be identified and removed

• Weakness:– Requires clear,

mutual, understanding of long and short-term goals


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Brainstorming

• Free expression without evaluation

• Everyone participates fully

• Evaluation begins after all ideas are expressed


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Brainstorming• Assumption:

– An open environment creates high quality solutions

• Strength:– Multi-purpose approach– High-quality decisions– Encourages creativity

• Weakness:– Time-consuming and vague– Norms can impede creative

ideas


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Synectics Strategies

• Begin with solutions– Identify solutions by

Fantasizing– Evaluate solutions– Repeat fantasize -

evaluation sequence– Develop consensus


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Synectics Strategies• Assumption:

– Employees are obstacles to identifying problems and solutions

• Strength:– Freedom to generate

creative solutions

• Weakness:– Dependent on

worker’s ability to be uninhibited and on support of the organization


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Inertia-Activation Strategies

• Group with the same values or opposite values

• Activate their values

• Frustration, inertia, release of energy


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Inertia-Activation Strategies• Assumption:

– Forced inertia results in activity; produces results

• Strength:– Problem/solution

identified readily and effectively

• Weakness:– People become

anxious and uncomfortable


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Larson’s Single Questions

• What is the problem• Subdivide question

into sub-questions• Gather information;

assess solutions• Similar to outlining

speech


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Hierarchical Strategies

• Structure the problem into parts or chunks

• Order from most to least important

• Select solution that matches importance of the problem


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Hierarchical Strategies• Assumption:

– Assumes there are degrees of information

• Strength:– Recognizes the

complexity of organizational problems

– Provides equal emphasis on selecting solution

• Weakness:– Problems are often

too complex for one simple solution


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Elaborated Hierarchical

• Chunk problem / identify complexity• Intraorganizational vs. interorganizational• Internal vs. external / work vs. person• Determine and rank solutions• Solutions often create new problems

IdentifyProblem

LocateContext

OrderSubproblem

IdentifySolutions

AssessConsequences


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Elaborated Hierarchical• Assumption:

– Problems consists of multiple, overlapping causes

• Strength:– Systematic attempt to

subdivide and prioritize problems

– Defines problem more completely

• Weakness:– Complex process

requiring time and skilled personal


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PSID Models & Complexity

• Elaborated hierarchial

• Hierarchical

• Inertia-activation

• Synectics

• Brainstorming

• Goal achievement - PAIM

• Cause-Effect - RPIM

Most complex

Least Complex


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Using teams

• Team vs. committee• When to use teams• Team advantages• Team purpose• Team composition


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Team vs. committee

• size (6 to 8) vs. larger group• not necessarily representative vs.

representative• consensus vs. directed or majority rule• responsible for outcome vs. advisory• use of tools vs. dialogue• use of data vs. conjecture


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When is a TEAM needed?

Sponsor has identified a critical process to be improved

Desirable to enhance productive efficiency

Desirable to maximize PARTICIPANT satisfaction

Desirable to gain participant “buy-in!”


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TEAM advantages

Reduces job role isolation Process vs. individual action Focus on team vs. individual rewards Reduces interpersonal competition &

enhances cooperation Overcomes vested interests Identifies process bottlenecks


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TEAM Purpose

Improve effectiveness & efficiency of process, by

acquisition, transformation, disposal of physical, capital, human, information

resources to benefit all participants

input throughput output


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Who should be in a PAT? Non-management and management

employees who are experienced, expert in the process

Suppliers (input providers) Customers (output users) Process operators (input transformers) Facilitator (objective 3rd party)


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Team Decision Tools – purpose & application

(derived from Brassard & Ritter, Fisher, Cragan & Wright)


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Decision Tools – Typical Flow (MJII)

Brainstorming

Aspect Grouping

Interrelationship Digraph

Fishbone

Task & Objective Plan

Flowchart


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Facilitation Tools & Uses

BRAINSTORMING Discover ideas

ASPECT Grouping Group ideas

INTERRELATIONSHIP Find main influence

FISHBONE Identify causes

Task & Objective Plan Map/implement

FLOWCHART Map the process


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Flowcharting1. Define boundaries

2. List steps (brainstorm)

3. Sequence steps

Input/begin (materials,

information or action)

Task orActivity

#1

Decision

Task orActivity

#2

Task orActivity

#3 Output/End


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Brainstorming

T3 T4T2

T6T7

T8

T11T9

T5T1

T10

1. State issue

2. Write down ideas and display

3. Review/generate more ideas


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Aspect Grouping

T8

Issue

Aspect 1 Aspect 2

T1

T5

T6

1. Phrase issue in a full sentence

2. Simultaneously sort all ideas into related groupings

3. Assign aspect label for each group


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Interrelationship Digraph

A3

A4 A2

A11. List aspects from aspect

grouping session2. For each possible pair

(#aspects-1) determine which primarily influences outcomes from the other

3. Tally outgoing and incoming arrows for each issue to determine primary influencers

I = 2.5O =.5

I = 1O = 2

I = 2.5O =.5

I = 0O = 3


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Fish Bone

#1 Influence

1. Select main influencer from interrelationship digraph, then brainstorm & aspect group to --

2. Generate main causes

3. Generate sub-causes

4. Sub-sub causes, etc.


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Task & objective plan1. Based on digraph/fishbone

outcomes, write goal; determine completion date

2. List measurable objectives required to reach goal

3. Brainstorm actions needed to achieve each objective -- break each into steps

4. Determine time needed to do step5. Develop schedule6. Implement & monitor

GOAL(to be completed by . . .)

OBJ 120 days

OBJ 290 days

OBJ 360 days

S1a

S2a

S3a

S2b

S1d

S2c

S1bS1c

S1d

Copyright 2000, Dr, Larry W. Long1 by Dr. Larry W. Long Chapter 6 Problem Definition, Teams & Tools.

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Transcript of Copyright 2000, Dr, Larry W. Long1 by Dr. Larry W. Long Chapter 6 Problem Definition, Teams & Tools.