Considering that we all spend most of our days solving problems, it is surprising and disappointing that problem solving isn't a central part of any educational system. Instead, we are left to learn it by ourself. I have been interested in problem solving for the past fifteen years; here are a few ideas that might help you become a better problem solver.
Problem solving is about bridging the gap between where we are and where we want to be. In that sense, it integrates decision making, which is just one step in that process (identifying how to close that gap).
Problem solving is about bridging the gap between where you are and where you want to be. In that sense, it integrates decision making, which is just one step in that process (identifying how to close that gap). There are many ways to cut the problem solving process into pieces. Here is one: divide it in four steps:
1. Define the problem
2. Diagnose the problem
3. Look for solutions
4. Execute (convince & implement)
There are really only two types of problems you should consider: answer "why" questions and answering "how" questions. In a complete problem-solving process, you need to answer both types as you follow the four steps above. Let me explain:
First, you must define the problem; that is, make sure that you are focusing on the unique real problem. Not one of its symptoms. Not a real problem but a less critical or urgent one. Think of it this way: in any problem-solving endeavor, you set yourself to answer only one key question. Your first job is to make sure that you identify that key question without any doubt. Easy enough? Maybe, but watch out: I have coached hundreds of professionals to solve business and organizational problems. We all start the effort knowing that we know what the real problem is. But it usually only takes a short discussion with a couple of trained outsiders to realize that we were wrong. So make sure that you absolutely know what you are focusing yourself on. A good way to help you identify your problem is to summarize it in a problem identification card: there you'll capture both the introductory flow (more on that below) and the context of the problem, including the major stakeholders and decision makers as well as the out-of-scope elements.
The second step is to understand the root causes of your problem-that is, asking "why". In some cases, the answer to a "why" question is obvious-as in, "why do you want to get rid of your cancer?"-but these cases are surprisingly rare. Just as with the problem identification step, most of the time we're pretty sure that we know why we are facing a problem but probing further into it usually is eye opening.
If you jump straight into looking for solutions-answering a "how" question-without first knowing the "why", you might waste valuable efforts in identifying solutions that aren't really relevant to what you are setting yourself to do. So make sure you ask how only if you know why. A good tool to organize your root cause analysis is an issue tree-a close relative of the better-known decision tree. Here is an example of an issue tree-answering a "why" question-and a description of how to build it.
Article Source: http://EzineArticles.com/?expert=Arnaud_Chevallier
Problem solving is about bridging the gap between where we are and where we want to be. In that sense, it integrates decision making, which is just one step in that process (identifying how to close that gap).
Problem solving is about bridging the gap between where you are and where you want to be. In that sense, it integrates decision making, which is just one step in that process (identifying how to close that gap). There are many ways to cut the problem solving process into pieces. Here is one: divide it in four steps:
1. Define the problem
2. Diagnose the problem
3. Look for solutions
4. Execute (convince & implement)
There are really only two types of problems you should consider: answer "why" questions and answering "how" questions. In a complete problem-solving process, you need to answer both types as you follow the four steps above. Let me explain:
First, you must define the problem; that is, make sure that you are focusing on the unique real problem. Not one of its symptoms. Not a real problem but a less critical or urgent one. Think of it this way: in any problem-solving endeavor, you set yourself to answer only one key question. Your first job is to make sure that you identify that key question without any doubt. Easy enough? Maybe, but watch out: I have coached hundreds of professionals to solve business and organizational problems. We all start the effort knowing that we know what the real problem is. But it usually only takes a short discussion with a couple of trained outsiders to realize that we were wrong. So make sure that you absolutely know what you are focusing yourself on. A good way to help you identify your problem is to summarize it in a problem identification card: there you'll capture both the introductory flow (more on that below) and the context of the problem, including the major stakeholders and decision makers as well as the out-of-scope elements.
The second step is to understand the root causes of your problem-that is, asking "why". In some cases, the answer to a "why" question is obvious-as in, "why do you want to get rid of your cancer?"-but these cases are surprisingly rare. Just as with the problem identification step, most of the time we're pretty sure that we know why we are facing a problem but probing further into it usually is eye opening.
If you jump straight into looking for solutions-answering a "how" question-without first knowing the "why", you might waste valuable efforts in identifying solutions that aren't really relevant to what you are setting yourself to do. So make sure you ask how only if you know why. A good tool to organize your root cause analysis is an issue tree-a close relative of the better-known decision tree. Here is an example of an issue tree-answering a "why" question-and a description of how to build it.
Article Source: http://EzineArticles.com/?expert=Arnaud_Chevallier