Problem Solving for Results

Victor Newman

• Publisher: Routledge
• Year: 2017
• Print ISBN: 9780566075667
• eBook ISBN: 9781351908689
• Topic: Business
• Subtopic: Business General
• Index: Business

In this thought-provoking book Dr Newman looks beyond the conventional techniques of problem solving to the underlying process. He identifies eight stages and explains how to recognize which technique is appropriate to which stage. On this basis managers can generate solutions at both the personal and the organizational level. He shows: ¢ how to overcome the four main obstacles to developing a balanced problem solving style ¢ how to manage the relationship between problem solving style and stress ¢ how to use physical movement as an aid to problem solving. A unique feature of the book is a Problem Solving Styles Profile that enables each reader to apply the material in the text to improve their own problem solving capability. Written in a lively and practical style and drawing on examples from a wide range of real-life problems, Dr Newman's book is certain of a warm welcome from managers, team leaders and professionals of every kind.

PART I

How to Use this Book

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1

YOUR PROBLEM-SOLVING STYLES PROFILE

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To gain best value from this book you need to complete the Problem-Solving Styles Profile (PSSP) below. Do this now.

THE PROBLEM-SOLVING STYLES PROFILE (PSSP)

This profile is designed to give you some initial insight into your own problem-solving styles. Experience has armed you with ways of doing things which work for you. This profile is part of a process of understanding your own areas of strength and may provide a focus for discussing areas for development.

This profile should take no longer than 10 minutes to complete. Your honesty will determine the usefulness of the exercise. There are no right or wrong answers. Answer on the basis of what you actually do, as opposed to what you try or would like to do.

For each of the statements listed, if you feel you would do it put a tick (√) by it. If you disagree more than you agree, put a cross (x) by it. Mark all statements with either a tick or cross.

1 □ I prefer to stand back from the problem and view it from all perspectives.

2 □ I carry out planning in two stages: I determine the key steps and then I look at the detail required.

3 □ I like to develop a wide field of alternative solutions before making a choice.

4 □ I feel that a study of the relative power of forces within a situation is key to knowing where change can best be made.

5 □ I don’t believe in adopting the first idea which comes into my head.

6 □ I believe that the way to gain consensus and commitment is through inviting participants to fine-tune the original plan.

7 □ I like to consider all the available options, comparing them against each other.

8 □ I tend to work on the basis of existing tried and tested solutions, making minor modifications.

9 □ Time spent explaining and restating the problem at the beginning of a meeting to work on it, is never wasted.

10 □ I feel it is better to do something quickly than spend too much time thinking about it.

11 □ In gathering data, I collect not only that which supports my preferred picture of a problem but also the data which seems to offer contradictions.

12 □ I think it is dangerous to consider too many alternatives.

13 □ I prefer to have a range of practical alternatives before deciding upon a solution.

14 □ I am willing to step back from a situation to capture all the data to focus on the real problem.

15 □ I always encourage everyone to display and explain all their ideas in their own words.

16 □ I always anticipate the high level of detailed thinking which may be necessary to deliver a course of action.

17 □ I prefer to talk through all aspects of a plan with others to ensure that no areas are omitted before taking any action.

18 □ I get irritated with people who talk to little purpose.

19 □ In solving a problem, I draw up criteria for a solution which can then act as a filter for my wilder ideas.

20 □ A plan is just a piece of paper until it has been subjected to a disciplined review.

21 □ I feel that in order to be accurate, my work must be detailed.

22 □ It is not just the weight of the relevant data, but our ability to discern any trends or messages within it that is important.

23 □ I won’t let a project progress without planning to understand all the data available.

24 □ I like to know how what I contribute as an individual, and what we (as a team) jointly contribute, will combine to deliver the final goal.

25 □ If you dive into the situation, you can always modify your approach as you begin to understand more about the problem.

26 □ In project-planning, I schedule a creative phase, and plan the best way to manage it.

27 □ I prefer to make a decision based upon clear, logical choice.

28 □ I like to sift out all the problems which cumulatively affect my decisions.

29 □ I will not support a vague general commitment to action.

30 □ I believe that it is vital to produce a clear statement of the problem.

31 □ I tend to sit back and review the individual factors and relationships which have determined a situation.

32 □ I listen to what other people think before forming my own conclusions.

33 □ I like to understand the purpose of a meeting.

34 □ I prefer to get on with things rather than spend a lot of time thinking about them.

35 □ I think it is best to work with a wide range of ideas, because it is more likely that the best one will emerge.

36 □ I tend to ignore pressure to accept the obvious solution.

37 □ I do not like to undertake a task when the objectives are not clearly specified.

38 □ I feel that it pays to visualize the solution as a stream of activities which, together, deliver the solution.

39 □ My attitude is to think things through clearly, before taking action.

40 □ I check everyone’s understanding of their own contribution to the solution.

HOW TO USE THE PROFILE

Mark off those question numbers which you crossed, in the eight-stage profile frame below.

In stages 1–7 below, a crossed question indicates a possible area for development. Two highlighted questions suggest a potential training need.

In stage 8, the situation is reversed. A single un-crossed box indicates a possible area for development; two uncrossed boxes suggest a potential training need.

You should now have some idea of where the opportunities are for developing your own problem-solving style within the eight stages. This knowledge will help you to plan your reading and application of the techniques.

You will find...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Table of Contents
• List of figures
• Preface
• Acknowledgements
• Part I How to Use This Book
• Part II An Introduction to Problem-Solving
• Part III The Problem-Solving Process
• Part IV Some Conclusions
• Recommended Reading
• Index