john sunderland-wright problem solving and decision-making · • using divergent thinking •...
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John Sunderland-Wright
Problem Solving and Decision-making
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Confidence
Focus Composure
Resilience
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• Understand the functions of the mind• Introducing the depth mind principle• Categorising problems• How to stop wrestling pigs• How to problem clean• The art of effective decision making• Assessing risk and consequences• Understanding the problem by asking the right
questions and reframing• Creativity and innovation in problem solving• Using divergent thinking• Developing your skills in generating ideas• Affinity diagrams to find out the root cause• Using a range of PS tools• Managing the head and heart in decision making• Exploring decision making• Assessing and managing risk
LEARNING
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WHY ARE PROBLEM-SOLVING and DECISION MAKING SKILLS CRITICAL?
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Your brain and your mind! What’s the difference?
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I cnduo’t bvleiee taht I culod aultaclyuesdtannrd waht I was rdnaieg. Unisg the
icndeblire pweor of the hmuan mnid. Aocdcrnig to rseecrah at Cmabrigde Uinervtisy, it dseno’t mttaer in waht oderr the lterets in a wrod are, the olny irpoamtnt tihng is taht the
frsit and lsat ltteer be in the rhgit pclae.
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Functions of the mind
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Analysing
Synthesizing
Valuing
5 Problems for you
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Depth mind –John Adair
How the sub-conscious and unconscious mind can help. Let’s sleep on it!
“Creativity involves the depth of a mind, and many, many depths of unconsciousness” Prof Oliver Sacks –Neurologist. Author of Everything in its place
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Depth mind – Thomas Edison, steel balls and The Hypnagogic State
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Problem Analysis
Symptoms Analysis
Diagnosis
Priorities
Objectives
Investigation
Awareness
START
Review
Control
Implementation
DecisionConsequences
Resources
Evaluation
AlternativesDecision Making
Problem-solvingDecision Making
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Problem Solving or Pig Wrestling?
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Pig Wrestling?
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Problems with it
• You’re not getting the results
you want
• Whatever you’ve tried hasn’t
worked
• You feel like you’ve tried
everything
• It seems to be resistant to
change
• It’s emotionally draining
Whenever someone finds themselves pig wrestling, the only
thing we know for sure is that they’re tackling the wrong
problem!
Reference: Pig Wrestling, Mark
Bawden and Peter Lindsay. Penguin
books
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Structuring a problem
We can evaluate a problem’s structure in terms of its:
Initial conditions (where we are);Goal conditions (where we want to be);
Operators (the means or methods of getting from initial to goal conditions).
A well structured problem (WSP) is clear in all three respects.
An ill structured problem (ISP) is unclear in any or all of these respects.
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Problems cannot be solved by thinking
within the framework in which the
problems were created.
Albert Einstein
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Viewing
“Get out of the pig pen and put a foot on the fence”
Questions
• How specifically is this a problem for me?
• Have I seen the whites of the pig’s eyes?
• Should I tackle this right now and what would happen if I did nothing?
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Framing and cleaning
Frames makes it easier for our mind to make sense of the world. It sets the limits and tones of the content within it.
Confirmation Bias
We seek out information that confirms our existing opinions and ignore contrary information that refutes them
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Avoid Assumptions and labels
• The descriptions and narratives we apply to our problems are often linked to our failure to make progress
• When you’re pig wrestling, the labels, stories, and assumptions you apply to the situation is the mud that the pig is stuck in.
SOLUTION
Take time to accurately describe the problem in behavioural and factual terms.
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Solutioneering
Stop thinking about how you are going to solve this problem, and START thinking about how you’ll know it is solved!
Look into your crystal ball.
What would you see once this problem was solved?
(Synthesizing).
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Solutioneering
• When is the problem not a problem? (When and where is the problem not present)?
• What has to be present for the problem to occur?
• (Who and what benefits from the problem remaining)?
• What’s the difference between when the problem happens and when it doesn’t?
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Divergent Thinking
Many different ways of looking at a situation task, problem
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98%
32%
10%
2%0%
20%
40%
60%
80%
100%
120%
3-5 yrs 8-10 yrs 13-15 yrs 25+
% Genius at Divergent Thinking
% Genius
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Divergent Thinking
Many different ways of looking at a situation task, problem
The Paper Clip Challenge
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DefineTheProblem
IdentifyPossibleCauses
Identify RootCause(s)
IdentifySolution(s)
Collect Data
• Step back
• Re-frame
• Think cleanly (are my values getting in the way?).
• What have I tried so far?
• How would I know this was no longer a problem?
• Brainstorming
• TIM K WOOD
• CATWOE
• Brainstorming
• Fishbone Diagram
• 5 Whys
• Who and what benefits from the problem remaining?
• Brainstorming
• Fishbone Diagram
• 5 Whys
•
• Brainstorming
• Divergent thinking
•Crystal ball
• Spot the difference. What’s the difference when the problem happens and when it doesn’t?
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Problem Analysis Process
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TIM K WOOD
• Over production…ahead of demand
• Waiting…for information, materials, people, equipment, etc., causing inefficient use of time
• Transportation…conveyance of materials, product, paperwork, etc., more than is necessary
• Over-processing...often associated with “overkill”, includes any form of inspection
• Inventories…having more than absolute minimum
• Motion…of people more than necessary to complete task
• Defects or Rework…anything which prevents acceptance of a product and leads to rework
• Knowledge…disconnects or lack of knowledge, ideas and creativity
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Collect Data: CATWOE
CustomersWho are they, and how does the issue affect them?
ActorsWho is involved in the situation? Who will be involved in implementing solutions? And what will impact their success?
Transformation ProcessWhat processes or systems are affected by the issue?
World ViewWhat is the big picture? And what are the wider impacts of the issue?
OwnerWho owns the process or situation you are investigating? And what role will they play in the solution?
Environmental ConstraintsWhat are the constraints and limitations that will impact the solution and its success?
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Identify Causes: Ishikawa’s ‘Fishbone’ Diagram
Causes
Effect
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State the Effect (Problem)
Effect
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Example Factors/’Families’ of Causes
• Machine/Equipment/Materials
• Process/Methods
• Environment
• Measurements
• People
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Identify Causes: Ishikawa’s ‘Fishbone’ Diagram
Family 1 Family 2 Family 3
Family 6 Family 5 Family 4
Causes
Effect
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Identify Influencing Sub-Causes
Family 1 Family 2 Family 3
Family 6 Family 5 Family 4
Causes
Effect
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Example: Pizza Delivery Company
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Identify Root Causes: The 5 Why’s
• Why?
• Why?
• Why?
• Why?
• Why?
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Pizza Delivery Example: Root Causes
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Pizza Delivery Example: Major Root Causes
Now solutions can start to be developed and decided on!© JS ACHIEVE 2018
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DefineTheProblem
IdentifyPossibleCauses
Identify RootCause(s)
IdentifySolution(s)
Collect Data
• Step back
• Re-frame
• Think cleanly (are my values getting in the way?).
• What have I tried so far?
• How would I know this was no longer a problem?
• Brainstorming
• TIM K WOOD
• CATWOE
• Brainstorming
• Fishbone Diagram
• 5 Whys
• Who and what benefits from the problem remaining?
• Brainstorming
• Fishbone Diagram
• 5 Whys
•
• Brainstorming
• Divergent thinking
•Crystal ball
• Spot the difference. What’s the difference when the problem happens and when it doesn’t?
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Using the tools
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Activity: Problem Solving
• Identify a problem that needs solving
• Use the tools in the process
• Report back on the root causes identified
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‘Making up your mind on how to resolve an issue’
Decision Making
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Plus Minus Implications
More going on (+5) Have to sell house (-6) Easier to find new job? (+1)
Easier to see friends (+5) More pollution (-3) Meet more people? (+2)
Easier to get places (+3) Less space (-3)More difficult to get own workdone? (-4)
No countryside (-2)
More difficult to get to work?(-4)
+13 -18 -1
Plus, Minus, Implications
A young professional is deciding where to live. Her question is 'Should she move to the big city?'
She draws up the PMI table below:
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Murphy’s Law
‘What ever can go wrong –
will go wrong.’
Capt. Edward A. Murphy
US Air Force, 1949
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Quantifying Risk
• Ask ‘what if…?’
• Capture all risks
• Score on likelihood of happening
• Score on impact if it did happen
• Multiply likelihood and impact to get a score
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Opportunities for Better Problem-Solving and D-Making
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All Adrift –Consensus Decision Making
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•PMI•Consensus•Tannenbaum Schmidt Continuum•Managing risk
Decision Making-Some Techniques
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The Steps
1. Recognise the stressful feeling. Press the pause button.
2. Shift your focus to the area around your heart, breath rhythmically through the heart. In for 5 seconds, out for 5 seconds.
3. Re-experience a positive feeling and hold it.
4. Ask what would be a more efficient and effective response to the situation.
5. Write down the first thoughts, words or ideas that occur to you on your worksheet under “intuitive perspective”
Freeze Frame Technique
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Risk Matrix (Summer Fête Example)
Risk Likelihood Impact Total
Rain 2 1 2
Excess heat 2 3 6
Too few stalls 1 2 2
No promotion 1 3 3
Event date clash 3 2 6
No organiser 3 3 9
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• Mitigation – reduce the impact!
• Contingency – just in case!
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• Complete a risk analysis
• Quantify each risk
• Identify contingency and mitigation for your highest scoring risks (min of 2)
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Decision Making – Tannenbaum Schmidt
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Take home messages
54
Reduce chronic stress
Exercise regularly
Eat a balanced diet & stay hydrated
Practice goodsleep hygiene
Exercise the brain
S
E
N
S
E
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