1. Problem Solving and Decision Making Skills

2. Session Outline Problem Solving / Decision / Decision Making
Factors affecting decision making
Decision making process
Ethical Decision Making

3. Triple Constraint Principle
Time
Cost
Problem
Performance
Something is a problem if:
It makes you LATE
It increases COST
It degrades PERFORMANCE

4. 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.'

5. ANALYSE
Problem
Seen
Un Seen

6. 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'.

7. 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.'

9. Forethought
Some are easy like…
Some are difficult like…

10. Personal

12. Cable Car
Rope way

13. Decision making
Combination of mental, physical and behavioral processes related to:
Rationale
Resources
Results
Resolution

15. Decision Making
Decision making is a cognitive process leading to the selection of a course of action among the alternatives, and enabling to act for producing desired results.
Decision making is a series of logical steps to reach at the agreement for moving forward.
Systematic response to a problem situation or forward moving through intelligence, understanding, analysis, rational logical selection, preparedness for implementation.

16. Krishna Seekh - Impact of decision making in our lives.mp4

17. Decision making- essence of managerial function

18. Decisions in Planning What are the organization’s long term goals?
What strategies best achieve these objectives?
What should the organization’s short term objectives be?
How difficult should individual goals be?

19. Decisions in Organizing
How many employees should I have report directly to me?
How much centralization should there be in the organization?
How should jobs be designed?
When should the organization implement a different structure?

20. Decisions in Leading
How do I handle employees who appear to be low in motivation?
What is the most effective leadership style in a given situation?
How will a specific change affect worker productivity?
When is the right time to stimulate conflict?

21. Decisions in Controlling
What activities in the organization need to be controlled?
How should those activities be controlled?
When is a performance deviation significant?
What type of management information system should the organization have?

23. Factors Influencing Decision Making
Cognitive and personal biases
Emotional bias
Skills and competencies
Situational factors
Instrumental factors
Political and legal factors
Economic and financial factors
Technological factors
Socio-Cultural factors

24. Ethical Decision Making
An ethical dilemma is one in which a person has to choose between two options, both of which are morally correct but in conflict.
Ethical Dilemma_(360p).mp4

25. Ethical Framework for Decision Making
Five Sources of Ethical Standards for Decision Making
The Utilitarian Approach
The ethical action is the one that will produce the greatest balance of benefits over harms.
The Rights Approach The ethical action is the one that most dutifully respects the rights of all affected.
The Fairness or Justice Approach The ethical action is the one that treats people equally, or if unequally, that treats people proportionately and fairly.
The Common Good Approach The ethical action is the one that contributes most to the achievement of a quality common life together.
Virtue Approach
The ethical action is the one that embodies the habits and values of humans at their best.

26. The utilitarian approach
Which option will produce the most good and do the least harm?
The rights approach
Which option best respects the rights of all stakeholders?
The fairness or justice approach
Which option treats people equally or proportionately?
The common good approach
Which option best serves the community as a whole, not just some members?
The virtue approach
Which option leads me to act as the sort of person I want to be?

27. Exercise – Assessment – Test Yourself

28. Result
A score ranging from 41 to 48 is ‘above average’ to ‘’excellent’ and suggests a strong capacity for decision making.
A score ranging from 30 to 40 is ‘average’,
while a score of 29 or lower is ‘below average’.

29. Rational Decision Making Process
Issue or problem: agenda setting
Analysis of issue or problem: Interpretation, identification and understanding
SWOT ANALYSIS
PEST ANALYSIS
STAKEHOLDER ANALYSIS
SPOILER ANALYSIS
Designing alternatives
Examination/assessment of alternatives
Pre-decision phase
Problem Setting :
Separate fact from opinion and speculation
Avoid stating the problem as disguised solution
State the problem explicitly
Specify underlying causes
Identify what standard is violated by the problem

31. Re-decision phase Decision phase Post-decision phase
Ranking the alternatives
Determination
Choice
Preparedness for implementation
Action plan
Monitoring
Feedback
Evaluation
Re-decision phase
Acknowledging the lessons learnt
Reformed/improved decision making

32. Assumption of rational decision making
Problem clarity
Known options
Clear preference
Constant preference
Not time or cost constraints
Maximum pay off

33. Models of decision making
DM Models
Use This Model When:
Rational
Information on alternatives can be gathered and quantified
Decisions are important
You are trying to maximize your outcome.
Bounded rationality
The minimum criteria are clear.
You do not have or you are not willing to invest much time to make the decision.
You are not trying to maximize your outcome

34. Models of decision making
DM Models
Use This Model When:
Intuitive
Goals are unclear.
There is time pressure and analysis paralysis would be costly.
You have experience with the problem.
Creative
Solutions to the problem are not clear.
New solutions need to be generated.
You have time to immerse yourself in the issues

35. Decision making tools Problem Restatement technique SWOT analysis
Pareto principle: 80% of unfocussed effort generates only 20% of results. The remaining 80% of results are achieved with only 20% of the effort
Brainstorming
Cause and effect
Cost benefit analysis
Six thinking Hat
 Problem Restatement Technique  Broaden our perspective of a problem, not to solve it  Help us identify the central issues & alternative solutions  Increase the chance that the outcome our analysis produces will fully, not partially, resolve the problem Decision Making Tools
50. II- SWOT Analysis: 1- Strength 2- Weaknesses 3- Opportunities 4- Threats Decision Making Tools
51. III- Pareto Principle: 80% of unfocussed effort generates only 20% of results. The remaining 80% of results are achieved with only 20% of the effort. Decision Making Tools
52. Decision Making Tools Individual Brainstorming: 1. Tends to develop fewer ideas, but takes each idea further 2. Can be risky for individuals. Valuable but strange suggestions may appear stupid at first sight. Group Brainstorming: 1. It is best for generating many ideas, but can be time consuming 2. Needs formal rules for it to work smoothly( Disagreements) 3. Group brainstorming sessions are usually enjoyable experiences, which are great for creating cohesion in a team IV- Brainstorming: No criticism of ideas, free rein is given to creativity
53. Decision Making Tools V- Cause& Effect VI- Porter’s 5 Forces:
54. VII- Cost Benefit Analysis: Cost/benefit analysis – evaluating quantitatively whether to follow a course of action. Add up the value of the benefits of a course of action and subtract the costs associated with it. Decision Making Tools
55. VII- Six Thinking Hats- Tools/ Framework Creative Positive Objective Feelings Negative Process Avoid confusion Parallel Thinking = cooperation

36. Six Cs of Decision making
Construct: A clear picture of precisely what must be decided
Compile: A list of requirements that must be met
Collect: Information on alternatives that meet the requirements
Compare: Alternatives that meet the requirements
Consider: The “what might go wrong” factor with each alternative
Commit: To a decision and follow through with it.

37. Personal trap in decision making
Not willing to come out of comfort zone
Fear and biasness in thinking and analysis
Getting lost in minutia
Seeking unanimous approval
Willing to decide beyond authority

38. System trap in decision making
Too little, inaccurate or wrong information
Overlook viable alternatives or waste time considering alternatives beyond realistic prospects
Not following the six Cs
Failure to clearly define the expected results
Worst of all, failure to reach a decision

39. “Maybe pushing on that wall to the left will give some space.”
System thinking is crucial
“Maybe pushing on that wall to the left will give some space.”

40. “Oops!”

41. Considerations Priority Ethics Standards Implementation
Teams and Network
Technicalities
Indecisiveness and Decline
Diversity
Risk propensity

43. “WE SELDOM HAVE TIME FOR THE IMPORTANT BECAUSE WE ARE WORKING
ON THE IMMEDIATE
AND THE IMMEDIATE IS
SELDOM THE IMPORTANT”
- Peter Drucker

44. “Think Laterally, and be creative.”