PROBLEM SOLVING IN LIFE SKILLS

THE PROBLEM SOLVING PROCESS

Step 1: Identify the Problem
What are things like when they are the way we want them to be?
This question helps you find the standard against which we’re going to measure where we are
now. If things were going the way we want them to go, what does that look like? If this person
were doing the job we want him or her to do, what would they be doing?
And then ask this important question: How much variation from the norm is tolerable?
Therein lies the problem. From an engineering perspective, you might have very little tolerance.
From a behavioral perspective, you might have more tolerance. You might say it’s okay with me
when this person doesn’t do it exactly as I say because I’m okay with them taking some liberty
with this. Some other issue you may need 100% compliance.
Step 2: Analyze the Problem
At what stage is this problem? This helps you identify the urgency of the problem, and there are
generally three stages.
The emergent stage is where the problem is just beginning to happen. It does not cause an
immediate threat to the way business operates every day. It is just beginning to happen and you
have time on your side to be able to correct it without it causing much damage to the processes it
is affecting.
The mature stage is where this problem is causing more than just minor damage. Some amount
of damage has been done, and you need to jump on it immediately to fix it before it becomes a
problem where the consequences may be greater, deeper, and more expensive if we don’t solve
this problem fast.
The third stage is the crisis stage, when the problem is so serious it must be corrected
immediately. At this stage, real damage has been done to company processes, reputation,
finances, etc. that will have potentially long-term effects on your ability to do business.
Step 3: Describe the Problem
You should be able to describe a problem by writing it in the form of a statement and you should
do it in 12 words or less, assuming it’s not a complicated, scientific problem. This way, you have
clarity exactly what the issue is. Then, perhaps try distributing it to your team to ensure they
agree that this is the root of the problem that it makes sense, and everyone that is working toward
a solution is working toward the same goal.
The most important question of all, when describing your problem: Is your premise correct?
Let me give you an example of what I mean. We’ve all heard – or read – the story of the
engineer’s take on the old “half empty, half full” question. A speaker holds up the glass of water
and asks if the glass is half empty or half full, a discussion within the group ensues, and you
generally expect some sort of lesson in optimism, etc. from it. In this version, an engineer is in
the room and answers, “I see this glass of water as being twice the size it needs to be.”
You see, sometimes when you are the one in charge of the problem, you tend to set the premise
of the problem from your own perspective. But, that premise may not be accurate, or it may just
need an alternate perspective from which to see it. If your premise is not correct, or at least
incomplete, you are not fully understanding the problem and considering all the best options for
a solution.
Step 4: Look for Root Causes
This step involves asking and answering a lot of questions. Ask questions like: What caused this
problem? Who is responsible for this problem? When did this problem first emerge? Why did
this happen? How did this variance from the standard come to be? Where does it hurt us the
most? How do we go about resolving this problem?
Also, ask the most important question: Can we solve this problem for good so it will never occur
again? Because an important aspect to leadership is coming up with solutions that people can use
for a long-term benefit, rather than having to deal with the same problems over and over and
over.
Step 5: Develop Alternate Solutions
Just about any problem you have to deal with has more solutions to it than the one that you think
of first. So, it is best to develop a list of alternate solutions that you and your team can assess and
decide which one will be the best for the particular problem. I often use the ⅓ + 1 Rule to create
consensus around one – or the top two or three solutions – that will be best for everyone
involved.
Then rank those solutions based on efficiency, cost, long-term value, what resources you have
and that you can commit to the solution of the problem. Then, look at every one of those
solutions carefully and decide what you believe to be the best solution to this problem at this
time.
Step 6: Implement the Solution
Implementing the solution you decide on can include creating an implementation plan. It could
also include planning on what happens next if something goes wrong with the solution if it
doesn’t work out the way you thought it would. Implementation means that everyone on your
team knows and understands their part in making the solution work, that there are timelines for
execution, and also that you have a system in place to track whether or not the solution has
corrected the problem.
Step 7: Monitoring and Evaluation the Results
From your implementation plan, make sure you track and measure the results so you can answer
questions such as: Did it work? Was this a good solution? Did we learn something here in the
implementation that we could apply to other potential problems? Continuously assess the
progress and results of the implemented solution. Monitor for any unexpected outcomes and
adjust the approach if necessary.

TOOLS FOR PROBLEM-SOLVING

Critical Thinking
Critical thinking involves analyzing information objectively and making reasoned judgments.
For instance, if you're trying to decide between different job offers, critical thinking can help you
assess each offer's pros and cons by considering factors like salary, work-life balance, career
growth opportunities, and company culture.
SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
This tool is useful for evaluating a situation by identifying internal strengths and weaknesses, as
well as external opportunities and threats. For instance, if you're considering starting a new
business, a SWOT analysis can help you assess your skills (strengths), potential lack of
experience (weaknesses), market demand (opportunities), and potential competition (threats).
Decision Matrix
A decision matrix is a systematic technique for making decisions by evaluating and prioritizing
multiple criteria. For example, when choosing a place to live, you can create a decision matrix
considering factors such as cost, location, commute, and local amenities to help you make an
informed decision.
Mind Mapping
This visual tool helps to generate, visualize, and structure ideas. For instance, if you're planning a
project, you can use mind mapping to outline all the tasks, resources, and dependencies in a
visually organized format.
The Five Whys
This technique involves asking "why" repeatedly to get to the root cause of a problem. For
example, if you're frequently getting into conflicts with a friend, asking "why" multiple times can
help you uncover the underlying issues and work towards resolving them
Brainstorming
This tool involves generating a large number of ideas or solutions to a problem in a group
setting. For instance, if you're trying to plan an event and facing challenges, gathering a group of
people to brainstorm ideas can provide various perspectives and potential solutions.

Pareto Principle (80/20 Rule)

This principle suggests that roughly 80% of the effects come from 20% of the causes. For
example, in time management, it means that 80% of your results often come from 20% of your
efforts. Identifying and focusing on that vital 20% can significantly improve efficiency.
Cost-Benefit Analysis
This tool involves weighing the costs against the benefits of a particular decision or situation. For
instance, when considering whether to pursue further education, you would analyze the cost of
tuition and time spent against the potential increased earning capacity and career opportunities.
CAUSES OF PROBLEMS IN LIFE SKILLS
 Inadequate education or training in essential life skills such as communication, time
management, financial literacy, problem-solving, and decision-making can lead to
difficulties in managing various aspects of life effectively.
 If individuals haven't been exposed to positive role models or mentors demonstrating
healthy life skills, they might struggle to develop or apply these skills in their own lives.
 Lack of support from family, friends, or the community can make it challenging for
individuals to learn and practice life skills effectively.
 Cultural norms, socioeconomic status, and environmental factors can greatly impact the
development and application of life skills. For instance, access to resources, exposure to
diverse experiences, and social expectations can influence an individual's ability to
cultivate life skills.
 Issues related to mental health, anxiety, depression, or emotional trauma can significantly
hinder the development and application of life skills. Emotional distress might affect an
individual's ability to communicate effectively, manage stress, or make sound decisions.
 Individuals with low self-esteem or confidence might struggle with assertiveness,
decision-making, and problem-solving skills, impacting their ability to navigate life
challenges.
 Difficulties in forming and maintaining healthy relationships, conflicts, or challenges in
social interaction can impact an individual's ability to communicate effectively and
collaborate with others.
 Sometimes, limited exposure to diverse situations and experiences can hinder the
development of adaptive life skills, such as adaptability, creativity, and resilience.

ASSIGNMENT

Explain the relevance of problem solving skills to a tour guide (10mks)