Upload
darren-mcbride
View
235
Download
1
Embed Size (px)
Citation preview
Problem Solving / Decision Making Chapter 1 - 1
Problem Solving /Decision Making
Kepner-TregoeThe New Rational Manager
Chapter 1
Problem Solving / Decision Making Chapter 1 - 2
Chapter 1 Contents
Organizational Effectiveness Four Basic Patterns of Thinking Basic Patterns in an Organizational
Context Some Thoughts on Teamwork Applying the Model Rational Management
Problem Solving / Decision Making Chapter 1 - 3
Organizational Effectiveness
Sadly, most of organizations today do not operate as integrated enterprises disparate effectiveness & efficiency overlaps & gaps lack of communication synergism & counter productivity
Problem Solving / Decision Making Chapter 1 - 4
Kepner-Tregoe
K-T have been in the business of organizational improvement for over 30 years
Our text documents the results of K-T’s experience in this area through research, trial, error, and innovation management skills installation
Problem Solving / Decision Making Chapter 1 - 5
K-T’s Groups vs Teams
Groups are characterized by: understanding sensitivity adaptation common regard psychological benefit
There is a closeness and an intention to be mutually supporting
Problem Solving / Decision Making Chapter 1 - 6
K-T’s Groups vs Teams
By contrast, Teams are characterized by: varying expertise varying methods common goal “tolerate one another enough to work
closely together” The goal is “to win” not necessarily to
become friends
Problem Solving / Decision Making Chapter 1 - 7
A Management Team
Entrepreneur - aggressive, driven, quick
Finance - analytically focused, thorough Sales - enthusiastic, sometimes
impatient R&D - balance between feasible and
desirable Production - reality driven
Problem Solving / Decision Making Chapter 1 - 8
The Paradox
We need this diversity on a management team to provide the necessary expertise to make the organization successful.
BUT, with so many different mindsets, how can we coordinate their efforts in an effective and efficient way.
Problem Solving / Decision Making Chapter 1 - 9
The K-T Solution
We need simple, common, sensible guidelines and procedures expressed in commonly understood language. for gathering, sharing, and using
information for solving problems for making decisions for protecting the organization’s future
Problem Solving / Decision Making Chapter 1 - 10
A BIG Plus to the K-T Approach
Skills for good PS/DM are transferable sports team analogy (W pg 3; B pg
15) unnamed case example (W 4-5; B 16-
17) Installing Rational Process case (W 5-
6; B 17-18)
Problem Solving / Decision Making Chapter 1 - 11
The Human Nature Aspect
People generally resist change BUT, people will embrace change
that seems good for them and the things they care about.
A system for change must facilitate introduction of ideas provide means for implementation offer rewards
Problem Solving / Decision Making Chapter 1 - 12
Four Basic Patterns of Thinking
READ & THINK CAREFULLY about what this overhead says - it is the crucial foundation of the K-T approach.
EVERY productive activity is related to one of four basic patterns of thinking.(1) What is going on?(2) Why did this happen?(3) Which course of action should we take?(4) What lies ahead?
Problem Solving / Decision Making Chapter 1 - 13
The Four Thinking Patterns Just How Important Are They? These four patterns have not
altered substantially since the emergence of the human race.
They are universally applicable to any situation.
Survival is guaranteed by the ability to use these patterns.
Problem Solving / Decision Making Chapter 1 - 14
What Is Going On?Assessing and Clarifying
This is the most important thinking pattern
It allows us to examine a confusing situation and: assess clarify sort out impose order
Problem Solving / Decision Making Chapter 1 - 15
Why Did This Happen?Relating Cause to Effect
Assign meaning to what we observe by relating events to outcomes.
Assign meaning by relating causes to effects.
Allows us to move from reactive to proactive.
Problem Solving / Decision Making Chapter 1 - 16
Which Course of Action?Making Choices
Allows us to make reasoned choices.
Three major activities are involved: Determination of purpose Consideration of available options Assessment of relative risks
Problem Solving / Decision Making Chapter 1 - 17
What Lies Ahead?Anticipating The Future
This future oriented thinking allows us to imagine and construe the future.
Closely related to the cause and effect thinking pattern.
There is much unfulfilled potential in this area.
Problem Solving / Decision Making Chapter 1 - 18
The Four Basic Rational Processes
Applying the four basic thinking patterns in an organizational setting leads to systematic procedures for using and sharing information about organizational concerns.
Known as the 4 basic rational processes, they are universally applicable regardless of cultural setting or content.
Problem Solving / Decision Making Chapter 1 - 19
The Four Basic Rational Processes
Situation Appraisal (Chapter 7) What is Going On?
Breaks down complex into components Separates relevant from irrelevant Sets priorities and delegates responsibilities
Identifies Problems to be solved Decisions to be made future events to be analyzed
Problem Solving / Decision Making Chapter 1 - 20
The Four Basic Rational Processes
Problem Analysis (Chapters 2 & 3) Why Did This Happen?
Based on the cause-and-effect thinking pattern
Enables us to: identify, describe, analyze, and resolve situation in which something has gone wrong
without explanation Methodical means to extract relevant and
useful information about a situation
Problem Solving / Decision Making Chapter 1 - 21
The Four Basic Rational Processes
Decision Analysis (Chapters 4 & 5) Which Course of Action?
Based on the choice-making thinking pattern
Methodical means to examine: the purpose of the decision the available options the risks of each alternative
Problem Solving / Decision Making Chapter 1 - 22
The Four Basic Rational Processes
Potential Problem (Opportunity) Analysis (Chapter 6) What Lies Ahead?
Based on the anticipating the future thinking pattern
Methodical means to: avoid possible negative consequences turn situations to our advantage
Problem Solving / Decision Making Chapter 1 - 23
The Two Remaining Chapters
Chapter 8 Application of Rational Management
to human performance problems Chapter 9
Installing Rational Management within an Organization
Problem Solving / Decision Making Chapter 1 - 24
Team Work
All people possess the capacity to utilize the four basic thinking patterns they are not necessarily used
automatically they are not all used equally well they are not easily shared
We need to: Raise the level of skill in thinking Enhance the ability to share these skills
Problem Solving / Decision Making Chapter 1 - 25
Team Work
If you have not read the Hunting and Gathering case (W 16-18; B 27-29), be sure you do. It is an interesting discussion of the
rise and fall of team work.
Problem Solving / Decision Making Chapter 1 - 26
Applying the Model
We need: a means to act as a team and yet
maintain individuality a means which can be used
regardless of content accurate communication with
common understanding PS/DM based on facts and data
Problem Solving / Decision Making Chapter 1 - 27
Rational Management
Rational Management means making full use of the thinking ability of the people in an organization continuing process individual payoff is great / organizational
payoff is far greater major change / major commitment conscious use of common approaches
expressed in simple, common language