1. Effective Problem Solving in Interpersonal Communications Lecture 4: Effective Communications Training

2. Problem Solving Content Issues Description of Problem Factors: Constructive vs Limiting Ownership Scope of Problem Consequence of Problem Alternative Solutions Rank Ordered Solutions

3. Process Issues in Problem Solving Individuals in relationship are seen as the problem solvers Motivation of the problem solvers Decision making involved in selecting solution Execution of the solution decided upon

4. Problem Solving Model

5. Components of Problem

6. Visceral Components of the Problem Size of Problem - costs, risks, losses Sensory Input How’s it look? How’s it sound? How’s it taste? How’s its smell? How’s it feel?

7. Personal Components of the Problem Inside perspective of relationship members of the problem Relationship members as a whole seen as as problem solvers

8. What’s Needed to Improve Relationship Problem Solving Process Unconditional acceptance & non-judgmental attitude of participants in relationship Respect for each participant’s input Freedom to openly express emotional response to the problem & solutions Defined limits and boundaries on problem solving process

9. Reality Testing of Possible Solutions to Problem Brainstorming Critical Path Analysis Decision Trees Force Field Analysis PMI Plus – Minus – Interesting SWOT Analysis – Strengths, Weaknesses, Opportunities, Threats

10. Brainstorming Set a time frame to be completed Be clear what problem you are trying to solve All ideas should be heard. No idea is too wild to be expressed. Quantity is wanted; each idea coming to mind should be expressed. Combining ideas for improvement is highly desirable. Criticism or negative discussion regarding ideas is absolutely forbidden.

11. Critical Path Analysis Calculate length of time to complete project List all activities in plan by: start date, duration, if parallel or sequential If dependent on what do they depend Graph it out, Plot tasks on graph Schedule Activities Critical path-longest sequence of dependent activities that lead to completion of plan

12. Decision Trees Start with the decision which needs to be made draw a box Draw to right possible solutions on lines At End of each line if result is uncertain draw circle if other decision draw box From the other decisions draw lines for options which can be taken Calculate decision which has greatest worth to you and give it a value Estimate probability of each uncertainty

13. Force Field Analysis List all forces for change in one column List all forces against change in other Assign a score to each force 1(weak)-5(strong) Draw diagram showing forces for & against and size of forces Helps weigh importance of factors as to if pursue or not the plan

14. PMI- Plus/Minus/Interesting Plus Column: all positive points of taking the action Negative Column: all negative effects Interesting Column: extended implications of taking action, whether positive or negative Assign positive or negative scores

15. SWOT Analysis Strengths: advantages, what you do well Weaknesses: could be improved, done badly, should be avoided Opportunities: good chances, interesting trends Threats: obstacles, competition, are required specifications changing

16. Stimulus Question So what limits and boundaries would you implement for effective relationship problem solving?