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Effective Problem Solving and Decision Making
The document outlines a course on effective problem solving and decision making, led by Boom San Agustin, including a structured approach represented by the acronym O.R.D.E.R (Observe, Recognize, Decide, Execute, Review). It discusses various activities and methods for understanding emotions, setting goals, conducting research, making decisions, and evaluating outcomes. Emphasis is placed on the importance of managing paradigms, utilizing decision-making criteria, and reflective evaluation to enhance problem-solving skills.
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Effective Problem Solving and Decision Making
- 1. effective problem solving anddecision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
- 2. my name isboom
- 3. i run thiscompany
- 4. i co-own thiscompany
- 5.
- 6.
- 7. i represent thiscompany
- 8. i host thist.v. show
- 9. i wrote thisbook
- 10.
- 11. i will beyour facilitator for this course
- 12. let’s, now, reviewthe house rules
- 13. house rules having fun asking questions usingyour workbook leaving the room using mobile phones and other devices
- 14. tell me yourexpectations
- 15. here’s a courseroadmap…
- 16. understanding problem solving step 2:recognize and research step 3: decide (decision making module) step 1: observe step 4: execute step 5: review
- 17. icebreaker once upon a timein the desert
- 18. now, on toour course…
- 19. effective problem solving anddecision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
- 20.
- 21.
- 22. where do ouremotions come from
- 23. neo-mamalian paleo- mamalian reptilian fear; self- preservation; fight orflight emotions rational thought the triune brain thinking process
- 24. here’s a metaphorwe can use…
- 25. an elephant and hisrider
- 26.
- 27. we can’t stoppeople from feeling
- 28. but, we canchange the way they feel
- 29.
- 30. to manage emotions workon the possibilities
- 31. but emotions aren’tthe only things we have to consider
- 32.
- 33. our paradigms cankeep us from solving problems
- 34. to explain let’sbring back that elephant
- 35.
- 36.
- 37.
- 38. paradigms can actuallybe managed
- 39.
- 40.
- 41. for us tosucceed, we need to GROW
- 42.
- 43.
- 44.
- 45.
- 46. now, let’s talkabout goals and objectives
- 47. what’s the differencebetween a goal and an objective
- 48.
- 49.
- 50. but what areobjectives
- 51.
- 52. terminal and enablingobjectives move to the 1st step advance to the 2nd step climb to the 3rd step reach the top
- 53.
- 54. our objectives haveto be SMART
- 55.
- 56.
- 57.
- 58.
- 59.
- 60.
- 61. now, let’s discussthe problem-solving cycle
- 62. the problem solvingcycle observe recognize decideexecute review o.r.d.e.r.
- 63.
- 64. how we processinformation
- 65.
- 66.
- 67.
- 68.
- 69. six tips toproper observation relax and meditate clear your mind of mental models be clear on your objectives question everything expect anything judge nothing
- 70.
- 71.
- 72. what methods canwe use to analyze problems
- 73. the cause andeffect analysis
- 74. the cause andeffect analysis big problem cause root cause cause cause root cause root cause cause root cause cause cause root cause
- 75. the most commoncause and effect method is…
- 76.
- 77. we can alsouse…
- 78. business process re-engineering What isbeing done? •Why is it necessary? •What else could be done? •What else should be done? Where is it being done? •Why there? •Where else could it be done? •Where else should it be done? When will it be done? •Why then? •When else could it be done? •When else should it be done?
- 79. business process re-engineering Who isdoing it? •Why him/her/them? •Who else could do it? •Who else should do it? How is it being done? •Why this way? •How else could it be done? •How else should it be done?
- 80.
- 81.
- 82. here are sometips when researching…
- 83. when doing yourresearch… have a schedule start don’t rely heavily on the internet prepare your research questions deal with one issue at a time
- 84. when doing yourresearch… have a system know your resources ask for help carry an idea notebook continuously update your research
- 85.
- 86. it’s all aboutputting common sense and creativity together
- 87. common sense creativity experience leftbrain convergent probability objective the answer verbal this will happen reasoning yes... but... imagination right brain divergent possibility subjective an answer visual see what happens novelty yes... and...
- 88. to understand theirrelationship we need to be four different people
- 89.
- 90.
- 91.
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- 93.
- 94. generating potential solutions opendiscussion brainstorming nominal group process task groups modelling agreements seeking outside experts
- 95.
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- 104.
- 105. there are otherfactors that drive decision-making
- 106.
- 107. locus of control externallocus - nothing is in my control internal locus - everything is in my control 0 100
- 108.
- 109. it’s time tomake decisions
- 110.
- 111. how do weapproach decision-making
- 112. convergent or focusedenergy
- 113. divergent or unfocusedenergy
- 114.
- 115.
- 116.
- 117.
- 118. how do ourvalues affect the way we make decisions
- 119. two types ofvalues instrumental values a personal conviction about desired modes of conduct or ways of behaving terminal values a personal conviction about life- long goals
- 120. two types ofvalues instrumental values terminal values ambitious broad-minded cheerful courageous forgiving honest imaginative logical responsible a comfortable life a sense of pride equality freedom education social recognition true friendship salvation happiness
- 121.
- 122. let’s develop decision-makingcriteria
- 123. know the company'score values understand the impact on the objective identify the effect on people use a question format give appropriate weight to each criterion devise a scoring system we should…
- 124. sample decision-making criteria CriteriaWeight Score (1 to 10) Grade Will it cut cost? 30% 8 2.40 Will it motivate people to be more productive? 40% 3 1.20 Will my boss like it? 10% 6 0.60 Will it be easy to implement? 20% 6 1.20 TOTALS 100% 5.40 IDEA: Raising A/C thermostat to 28 degrees to save on electricity If this score is lower than your determined “passing score”, then don’t implement.
- 125.
- 126. how do wevalidate your decisions
- 127. it’s all aboutpeople
- 128. brainstorm internally not askfamily and friends choose who you will interview make it informal review and decide we should…
- 129. but now, youhave to sell your decision
- 130.
- 131.
- 132.
- 133. here is anoutput 13
- 134. how did iget this 13
- 135.
- 136. what was thedifference
- 137. manage the inputand the output will follow
- 138.
- 139. circle of influence things youcan control or influence proactive thinking
- 140. circle of influence things thatare out of your control or influence circle of concern proactive thinking
- 141. circle of influence oftenwe allow ourselves to be controlled by the situation circle of concern proactive thinking
- 142. circle of influence circle ofconcern when we should be controlling the situation proactive thinking
- 143.
- 144.
- 145. blind builders analysis 20 orientplan build success orient plan build oh no this is what we think will happen this is what actually happens
- 146. why did thathappen
- 147.
- 148. two step executionmethod prototype refine
- 149. time to developyour execution plan
- 150. the priority matrix 32 1 4 3 2 5 4 3 effort impact lowhigh high low
- 151. # Activity DatesResources People Approval developing your execution plan
- 152.
- 153. determine which tasksto delegate define the task clearly in your own mind select the right person for the job explain the task thoroughly and clearly monitor progress and provide support follow up and make sure the task has been successfully completed executing your plan…
- 154.
- 155. was the objectiveaccomplished? why or why not? how fast was it accomplished? how efficiently was it accomplished? will it be durable? could it have been done better? creating evaluation criteria
- 156. evaluating your execution Criteria Unitof Measurement Grade (1 – 10)
- 157.
- 158.