Basic Concepts of Engineering Economy
Download
Report
Transcript Basic Concepts of Engineering Economy
Problem Solving /
Decision Making
Kepner-Tregoe
The New Rational Manager
Chapter 7
Problem Solving / Decision Making
Chapter 7 - 1
Chapter 7 Contents
Situation
Appraisal, Tool for Evaluation
Situation Appraisal Techniques
Situation Appraisal in Practice
Problem Solving / Decision Making
Chapter 7 - 2
Where to Begin?
When
faced with a situation, we may
experience confusion and uncertainty
over where to begin.
We may struggle to recognize and
break apart actions that overlap and are
required to address the situation.
Problem Solving / Decision Making
Chapter 7 - 3
More on Where to Begin
A
manager who is skilled at the three basic
rational processes of PA, DA, and PP(O)A is
more efficient than one who is not.
These three rational processes are analytical in
nature - there purpose is to analyze and resolve
But to be more effective, a manager must also
be skilled at another rational process:
Situation Appraisal (SA)
SA is an evaluative technique leading to the
proper selection and use the analytical techniques
Problem Solving / Decision Making
Chapter 7 - 4
SA Techniques
List
threats and opportunities
Separate and clarify concerns
Consider seriousness, urgency, and
growth
Determine analysis needs
Determine help needed
See W Fig 16 p 169, B Fig 13 p 165
Problem Solving / Decision Making
Chapter 7 - 5
List Threats and Opportunities
Four Activities
List
current deviations, threats, and
opportunities
Review progress against goals
Look ahead for surprises
Search for improvement
Problem Solving / Decision Making
Chapter 7 - 6
List Threats and Opportunities
Specific Questions
Where are we not meeting standards?
What problems remain unsolved?
What recommendations are we working
on?
What decisions need to be made?
What major projects, systems, or plans are
about to be implemented?
What bothers us about …..?
Problem Solving / Decision Making
Chapter 7 - 7
Separate and Clarify
Concerns
Most
issues are more complex than they
first appear
“It is unlikely that employing the
separation step of Situation Appraisal
will be a waste of time.”
Problem Solving / Decision Making
Chapter 7 - 8
Separate and Clarify Specific
Questions
Do we think one action will resolve this?
Do we agree on the reason for our concern?
What evidence do we have that this is a
concern?
What do we mean by ….?
What is actually happening in this
situation? Anything else?
What actions are suggested?
Problem Solving / Decision Making
Chapter 7 - 9
Separate and Clarify
Specific Questions
Together,
these questions get below the
surface
They shift us from subjective opinion to
verifiable information
FACTS and DATA!
Problem Solving / Decision Making
Chapter 7 - 10
Separate and Clarify
Specific Questions
“Without
the separating questions, it is
entirely possible for people to sit
through an entire meeting in the
mistaken certainty that their individual,
disparate assessments of a situation
represent the understanding of the
group at large.”
Problem Solving / Decision Making
Chapter 7 - 11
Consider Seriousness,
Urgency, and Growth
A
practical and systematic process for
determining dimensions of importance
How serious is the current impact on
people, safety, cost, productivity, etc.?
How urgent is it to keep the concern from
becoming difficult, expensive, or
impossible to resolve
What evidence is there that the seriousness
will grow?
Problem Solving / Decision Making
Chapter 7 - 12
Consider Seriousness,
Urgency, and Growth
Postpone
any concern that ranks low in
all three dimensions
“Experienced managerial teams …. can
usually pick out the top five (concerns)
in a relatively short time.”
Don’t be unnecessarily swayed by
activities you enjoy or activities from
demanding people.
Problem Solving / Decision Making
Chapter 7 - 13
Determine Analysis Needs
Problem Analysis
Does
the situation require explanation?
Is there a deviation from expected
performance?
Is the cause of the deviation unknown?
Would knowing the cause help us to
take more effective action?
Problem Solving / Decision Making
Chapter 7 - 14
Determine Analysis Needs
Decision Analysis
Does
a choice have to be made?
Is there a dilemma around the best
action to take?
Do objectives need to be set in order to
undertake some activity?
Problem Solving / Decision Making
Chapter 7 - 15
Determine Needs: Potential
Problem (Opportunity) Analysis
Has
a decision been made that has not
been implemented, and is it necessary
to act now to avoid possible future
trouble?
Does a plan need to be made to
safeguard a decision or future activity?
Can we generate additional value by
implementing a plan or decision?
Problem Solving / Decision Making
Chapter 7 - 16
Selecting the Right Rational
Process
The
kind of answer we need determines
the choice of Rational Process
How much of an answer we need
determines whether we will use all the
process or only part of it.
Partial use of the rational processes is
common
Problem Solving / Decision Making
Chapter 7 - 17
Determine Help Needed
Often
responsibility for resolving
concerns must be shared or assigned to
others
Who needs to be involved for:
Information
Commitment
Implementation
Analysis
Problem Solving / Decision Making
Approval
Development
Creativity
Presentation
Chapter 7 - 18
Determine Help Needed
(continued)
What
needs to be done and when?
Who will do it?
Who will document the process and the
results?
Problem Solving / Decision Making
Chapter 7 - 19
SA in Practice
The Cases
Sue’s
Reports are Late Again
Crushed Cartons
A Difference of Opinion
The Madge Problem
Replacing Obsolete Equipment
Problem Solving / Decision Making
Chapter 7 - 20
Chapter Summary
“Far
too much time is wasted trying to
make sense of concerns that are
unactionable collections of concerns,
each with its own unique features and
requirements.”
Formal and informal use of SA can
significantly reduce this waste of time
and energy.
Problem Solving / Decision Making
Chapter 7 - 21