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effective problem solving
and decision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
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my name is boom
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i run this company
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i co-own this company
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and this company
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but today…
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i represent this company
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i host this t.v. show
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i wrote this book
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and…
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i will be your facilitator
for this course
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let’s, now, review the house rules
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house
rules
having fun
asking questions
using your workbook
leaving the room
using mobile phones and
other devices
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tell me your expectations
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here’s a course roadmap…
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understanding problem
solving
step 2: recognize and
research
step 3: decide
(decision making module)
step 1: observe
step 4: execute
step 5: review
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icebreaker
once upon
a time in
the desert
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now, on to our course…
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effective problem solving
and decision making Copyright© 2016 | Boom San Agustin | LEAD Career Mover
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understanding problem solving
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activity
emotional
quotient
test
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where do our emotions come from
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neo-mamalian
paleo-mamalian
reptilian fear; self-
preservation; fight
or flight
emotions
rational thought
the triune brain thinking process
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here’s a metaphor we can use…
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an elephant
and his rider
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remember…
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we can’t stop people
from feeling
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but, we can change
the way they feel
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so…
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to manage emotions
work on the possibilities
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but emotions aren’t the only
things we have to consider
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activity
challenge of
the triangles
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our paradigms can keep us
from solving problems
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to explain let’s bring back that elephant
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why can’t
the elephant
break free
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activity
positives and
negatives
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but…
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paradigms can actually be managed
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managing our paradigms
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activity
step up
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for us to succeed, we need to GROW
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establish goals
G
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identify resources
R
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explore options
O
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develop will
W
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now, let’s talk about goals and objectives
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what’s the difference between
a goal and an objective
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activity
spot the
goal/s
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a goal is…
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but what are objectives
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an objective is…
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terminal and enabling objectives
move to the 1st step
advance to the 2nd step
climb to the 3rd step
reach the top
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activity
spot the
objectives
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our objectives have to be SMART
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specific
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measurable
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aligned
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realistic & reaching
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time-bound
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activity
smart or not
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now, let’s discuss the problem-solving cycle
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the problem solving cycle
observe
recognize
decide execute
review
o.r.d.e.r.
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observe
O
R
D
E
R
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how we process information
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activity
abstract
art
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intuitive processing…
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sensory processing…
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activity
observation
test
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six tips to proper observation
relax and meditate
clear your mind of mental models
be clear on your objectives
question everything
expect anything
judge nothing
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recognize and research
O
R
D
E
R
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activity
trick
questions
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what methods can we use to analyze problems
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the cause and effect analysis
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the cause and effect analysis
big problem
cause
root cause
cause
cause
root cause
root cause
cause
root cause
cause
cause
root cause
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the most common cause and effect method is…
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the fishbone method
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we can also use…
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business process
re-engineering
What is being 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?
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business process
re-engineering
Who is doing 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?
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let’s discuss research
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activity
mystery
of the
black island
treasure
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here are some tips when researching…
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when doing your research…
have a schedule
start
don’t rely heavily on the internet
prepare your research questions
deal with one issue at a time
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when doing your research…
have a system
know your resources
ask for help
carry an idea notebook
continuously update your research
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activity
unbound
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it’s all about putting
common sense and
creativity together
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common sense creativity
experience
left brain
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...
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to understand their relationship
we need to be four different people
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an explorer
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an artist
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a judge
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a warrior
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activity
the rat and
the maze
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generating potential solutions
open discussion
brainstorming
nominal group process
task groups
modelling agreements
seeking outside experts
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decide
O
R
D
E
R
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activity
are you really
wearing that
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thinkers will…
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feelers will…
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activity
marital dispute
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extraverted thinking (Te)
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introverted thinking (Ti)
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activity
law breaker
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extraverted feeling (Fe)
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introverted feeling (Fi)
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there are other factors
that drive decision-making
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activity
the control test
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locus of control
external locus
- nothing is in
my control
internal locus
- everything is in
my control
0 100
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control indicators…
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it’s time to make decisions
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activity
lifeboat
priorities
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how do we approach decision-making
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convergent or focused energy
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divergent or unfocused energy
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open ended
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variable
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switchable
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closed down
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how do our values affect
the way we make decisions
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two types of values
instrumental
values a personal
conviction about desired modes of
conduct or ways of
behaving
terminal
values a personal conviction about life-long goals
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two types of values
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
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activity
write down
your values
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let’s develop decision-making criteria
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know the company's core 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…
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sample decision-making criteria
Criteria Weight 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.
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activity
developing
criteria
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how do we validate your decisions
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it’s all about people
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brainstorm internally
not ask family and friends
choose who you will interview
make it informal
review and decide
we should…
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but now, you have to sell your decision
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activity
famous people
menial jobs
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execute
O
R
D
E
R
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let’s try something…
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here is an output
13
![Page 134: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/134.jpg)
how did i get this
13
![Page 135: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/135.jpg)
now, try this
(6x2)+1=
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what was the difference
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manage the input and
the output will follow
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activity
zombie
outbreak
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circle of
influence
things you can
control or
influence
proactive thinking
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circle of
influence
things that are
out of your
control or
influence
circle of concern
proactive thinking
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circle of
influence often we allow
ourselves to
be controlled by
the situation
circle of concern
proactive thinking
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circle of
influence
circle of concern
when we should
be controlling
the situation
proactive thinking
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activity
blind builders
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so, what happened
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blind builders analysis
20
orient plan build success
orient plan build oh no
this is what we think will happen
this is what actually happens
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why did that happen
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what should we do
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two step execution method
prototype
refine
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time to develop your execution plan
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the priority matrix
3 2 1
4 3 2
5 4 3
effort
imp
ac
t lo
w
hig
h
high low
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# Activity Dates Resources People Approval
developing your execution plan
![Page 152: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/152.jpg)
activity
silent
broken tiles
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determine which tasks to 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…
![Page 154: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/154.jpg)
review
O
R
D
E
R
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was the objective accomplished? 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
![Page 156: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/156.jpg)
evaluating your execution
Criteria Unit of
Measurement Grade
(1 – 10)
![Page 157: Effective Problem Solving and Decision Making](https://reader031.vdocuments.us/reader031/viewer/2022030110/5871a5521a28abda6a8b463f/html5/thumbnails/157.jpg)
activity
evaluate
this
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@BoomYourSales
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