Six Step Problem Solving Model

1. 2. 3. 4. 5. 6. Mind-set Problem Definition Solution Criteria Possible Solutions Solution Choice Implement

1. Mind-Set You do not deal with the problem or decision itself. Rather, you concern yourself with how you think about the decision/problem and with the context of the problem or decision situation. Thinking about problemsopportunitieschallenges; SITNA-situation that needs attention Organizational contextcircumstances and setting of the decision or problem; consider if organization has clear vision and mission; state of organization al environment (trust?) Decision Making contextparameters such as resources (people money, facilities and time); need to know the givens People contextstakeholders; individual attitudes biases, skills, and knowledge 2. Problem Definition Outcome of the problem definition step is a clear, specific statement of the problem with which everyone involved agrees. There is a clear understanding of the problem by all the stakeholders. Four categories of problems: Short-Fallsomething is out of whack or not up to your expectations. You are reacting to a situation. Corrective action is required to reestablish some previous condition. Opportunitysomething has occurred that provides you an opportunity for growth and change if you can take advantage of the situation. Improvementyou simply want to improve what you are doing or to reengineer the way the organization is doing something. New Ventureyou want to move into the unknown. This is a new venture for the organization; one never done before.

3. Solution Criteria Focus attention on the solution criteria. This defines the parameters of what you want any solution to look like, and how you will know that you have a good solution. This provides a vehicle to evaluate and combine possible solutions and helps you prevent the hardening of positions. Understand needs vs. wants. A need is a criterion that the solution MUST meet. A want is criterion that the solution SHOULD meet. A third category could include NICETOOSthings that if the solution could meet it would be nice or serendipitous. 4. Possible Solutions Generate as many possible solutions as you can. Be creative. In the complex world of rapid change good solutions are often derived by combining parts of a number of ideas and by building on them. Generate Clarify Combine Document them 5. Solution Choice This step brings together your solution criteria and your documented list of possible solutions so that you can choose from among them or build a new solution by combining elements of several. Dont votework at it until you have consensus. Consensusmeans that everyone substantially agreesunderstands and can state the problem; has been heard and agrees they have been heard; agrees to support the solution whether they agree with it or not. Decidingstart by prioritizing the choices; evaluate each of the possible solutions using your solution criteria. Your best solutions satisfy all of your needs, meet the most wants, and have the least consequences. No Viable SolutionStart by reviewing those that fit best. You may be able to build a new solution that meets all of your needs by combining parts of several possible solutions. Dont fall into the trap of changing your criteria to fit the solutions. 6. Implementation Implementation has three distinct sub-stepsPlanning, Doing, and Inspecting. Planning involves action planning. Doing and Inspecting are the carrying out of the action plan. EVALUATIONREVISIONRENEWAL

Bearley, William, Corkrum, Sharon, and Harvey, Thomas. The Practical Decision Maker: A Handbook for Decision Making and Problem Solving in Organizations; Maryland, The Scarecrow Press, 1997.