The Differences Between Problem Solving and Decision Making
From the time you started work, and actually from the time of birth, you have
been solving problems. By definition, problem solving involves the process of finding a
solution to something that needs to change or a deviation from what you expected to
happen. It involves a multistage process for moving an issue or situation from an
undesirable to a more advantageous condition and typically involves your answering the
following questions:
• What changed, when, and why?
• What is the tangible evidence that you have a problem?
• How can you measure the magnitude of the problem?
• What caused the change?
• Is this change or deviation consequential enough to spend time resolving it?
Once you have the answers to these questions, problem solving requires a series
of decisions as people choose from and evaluate alternatives to overcome the obstacle
that stand between them and a satisfactory resolution. Numerous methods exist, but there
are among the most effective
.
The Steps of Reflective Thinking
In 1910 John Dewey introduced the "Steps of Reflective Thinking," a systematic
approach to problem solving and a solid foundation for decision making. This sequence
creates a kind of "map" of the problem and involves these steps:
• Define or identify the problem
What is wrong?
What are the symptoms?
When did this happen?
How big is it?
Whom does it affect?
What have we already tried?
What will happen if we do nothing?
Sakichi Toyoda developed a technique that Toyota Motor Corporation later used
during the evolution of their manufacturing methodologies that can help most groups
begin the analysis process. The architect of the Toyota Production System, Taiichi Ohno,
described the 5 whys method as "... the basis of Toyota's scientific approach ... by
repeating why five times, the nature of the problem as well as its solution becomes clear." Companies and industries beyond Toyota adopted the technique, which and is now
used within Kaizen, lean manufacturing, and Six Sigma. The five "why's" have become
almost catechistical for many organizations, especially those in manufacturing. When
someone presents a problem, the "whys?" begin. Why can't we fulfill that order? Why
are we out of stock? Why did we let the inventory get too low? As the questions
continue, the group moves close to the core issue, which is "How do we balance the need
to respond quickly to customer requests with a need to keep inventory low?" The
group's goal, then, is to find a definitive answer but setting the specific criteria the
solution will offer.
• Analyze the problem and set criteria for possible solutions
What conditions led to the present problem?
What criteria mush a satisfactory solution offer?
• Brainstorm possible solutions
• Evaluate potential solutions
What do the experts say?
What risks and rewards does each possible solution offer?
How well do solutions meet the established criteria?
How practical is the solution?
• Select the best solution.
How we execute this decision?
What timeframe makes sense for solving this problem?
The individual decision maker or group can then plan implementation of the best
solution. This approach has been modified and questioned through the years, but one
principle remains clear: a structured approach to problem solving increases the chances
that you and your team will arrive at a workable resolution. Surviving decades of
scrutiny, Dewey's approach has stood the test of time because it offers a reasonable start
to almost any problem solving sequence. However, it is not without its restrictions. When
groups use this technique singly, they too often show a tendency to stop at symptoms
rather than digging deeper to root causes. Further, the members' current knowledge and
inability to ask the right "why" questions can limit their analysis. Other methods,
however, like the 2 X 2 Matrix can challenge the group to go beyond obvious answers
and simple solutions.
The Magic of the 2 x 2 Matrix
The 2 x 2 matrix represents, perhaps, the most notable analytical tool ever to
emerge in business. It has been much-maligned, mistrusted, and misunderstood, however,
chiefly because the people using it didn't understand it. Like any other tool, it can only be
as good as its least able workman. When tactical thinkers use the 2 x 2 matrix, they find
themselves frustrated because once again, they can merely generate a colossal list of stuff that lacks perspective on the underlying factors that contribute to the problem, or they
miss links that connect various principles or phenomena. So, the first step in capturing the
magic of the matrix is to include strong strategic, analytical thinker in the exercise.
The purpose of the 2x 2 matrix is to look at two variables influencing something
that matters to the organization, like profitability and time. Placing these two on a
standard x-y grid gives you the power to organize and marshal problem solving efforts as
you analyze the tension between opposing forces. The horizontal axis represents a This /
Not This (low/high, past/ present, etc) issue that stands in tension with the vertical axis
that characterizes another This / Not This situation. For example, you might want to
analyze cost versus benefit, product versus market, or change versus stability. 2 x 2
thinking recognizes the power of exploring competing forces as we challenge ourselves
to think at a higher logical level.
Drawing from the work of Kepner Tregoe, I developed the following 2 X 2 matrix
to help decision makers better understand how to explore and unearth the inherent
tensions between strategy and tactics. The act of focusing on these variables does not
simplify the analysis. On the contrary, decision makers can gain deeper understanding of
their issues and learn more about their challenges when they break business down to
manageable components and discuss competing priorities, in this case of tactics and
strategy.
Strong Strategy
Weak Strategy
When faced with a problem, using tools like the 2 x 2 matrix will help you and
your team restore things to what they were before the problem arose. However,
Competitive Advantage Future at Expense of Today
Instant Gratification Laurel Resting
Clear Tactics
Unclear tacticsreinstating the status quo won't take your organization forward; it will just keep you from
slipping backwards.
Too often senior leaders allow themselves and their team to focus on the past. In
futile attempts to rewrite history, they concentrate on corrective or adaptive actions-
activities that will keep you all busy but won't really move the organization forward. A
future orientation that gives attention to preventing problems before they arise or
planning for contingencies if they do would be time better spent, but too frequently
reinstating or maintaining the status quo sets the agenda, as decision makers overlook
ways to move toward renewed success. Therefore, the next step addresses learning to use
the 2 x 2 matrix as an instrument for making better decisions.
Conclusion
Decision making, as opposed to problem solving, involves the process of
choosing from among several alternatives to move the company up and forward, to
change what you've been doing to support a strategy that promises innovation and
growth. Managers fill their days with problem solving, but successful executives know
they have to do more. Even though decision making usually only takes a small fraction
of the executive's time, it defines a specific executive task. As Peter Drucker stated,
"Only executives make decisions. In deed, to be expected-by virtue of position or
knowledge-to make decisions that have significant impact on the entire organization, its
performance, and results defines the executive." Effective executives do not make a great
many decisions; instead, they concentrate on the important ones. They focus on the
highest level of conceptual understanding to think through what is strategic and generic,
rather than tactical and problematic. However, the action to carry out the strategic
decision should be as simple as possible, otherwise the decision will degenerate into a
good intention.
Decision support system
The difference is that decision making usually come first than problem solving.
The first step in making a responsible decision is assessing and evaluating the problem.
A project manager determines the problem in it's smallest form from a Root Cause Analysis of Anomaly Reports. It is as it sounds, they get to the root of the problem.
The evaluation stage.
a
Identify the Solution for a problem
problem definition, data analysis, conclusion
The stages of system analysis are scope definition, problem analysis, requirements analysis, logical design and decision analysis. System analysis is defined as the study of sets of a system to find ways of improving its efficiency.
Actually there are six stages to decision making in business they are: 1.Problem analysis 2. Data Collection 3. Analysis and Evaluation of data 4. Formulate and test alternative strategies 5. Implement the decision 6. Evaluate the decision
Defining a research problem involves several interrelated steps. Step number 1. Ascertain the decision maker's objectives. 2. Understand the background of the problem. 3. Isolate and identify the problem, rather than its symptoms. 4. Determine the unit of analysis. 5. Determine the relevant variables. 6. State the research questions or hypotheses and research objectives.
Lewis A. Gunn has written: 'Options analysis' 'Models of policy-making' 'Problem definition'
Systematic analysis is a structured and organized approach to examining and understanding a complex issue or problem. It involves breaking down the problem into smaller components, collecting relevant data, and applying rigorous methods to analyze and interpret the information. The goal of systematic analysis is to provide a comprehensive and unbiased assessment to support decision-making and problem-solving.
Decision analysis typically involves several key steps: first, defining the decision problem and objectives clearly; second, identifying the alternatives available for consideration; third, evaluating the outcomes and uncertainties associated with each alternative, often using quantitative methods; and finally, selecting the best alternative based on the analysis, followed by implementing and monitoring the decision. This structured approach helps in making informed choices while considering risks and trade-offs.
what is definition for problem between the state
is this your analysis ? What is your analysis About this problem?
The term "figure out" signifies when an individual attempts to solve a given problem. The term refers to the cognitive processes involved in decision making.