factors affecting problem solving ppt

12 Apr What Affects Problem Solving

Many factors affect the problem solving process and hence it can become complicated and drawn out when they are unaccounted for. Acknowledging the factors that affect the process and taking them into account when forming a solution gives teams the best chance of solving the problem effectively. Below we have outlined the key factors affecting the problem solving process.

Understanding the problem 

The most important factor in solving a problem is to first fully understand it. This includes understanding the bigger picture it sits within, the factors and stakeholders involved, the causes of the problem and any potential solutions. Effective solutions are unlikely to be discovered if the exact problem is not fully understood.

Personality types/Temperament 

McCauley (1987) was one of the first authors to link personalities to problem solving skills. Attributes like patience, communication, team skills and cognitive skills can all affect an individual’s likelihood of solving a problem. Different individuals will take different approaches to solving problems and experience varying degrees of success. For this reason, as a manager, it is important to select team members for a project whose skills align with the problem at hand.

Skills/Competencies

Individual’s skills will also affect the problem solving process. For example, a straight-forward technical issue may appear very complicated to an individual from a non-technical background. Skill levels are most commonly determined by experience and training and for this reason it is important to expose newer team members to a wide variety of problems, as well as providing training.

Resources available

Although many individuals believe they have the capabilities to solve a certain problem, the resources available to them can often slow-down the process. These resources may be in the form of technology, human capital or finance. For example, a team may come up with a solution for an inefficient transport system by suggesting new vehicles are purchased. Despite the solution solving the problem entirely, it may not fit within the budget. This is why only realistic solutions should be pursued and resources should not be wasted on other projects.

External factors should also always be taken into account when solving a problem, as factors that may not seem to directly affect the problem can often play a part. Examples include competitor actions, fluctuations in the economy, government restrictions and environmental issues.

Carskadon, Thomas G, Nancy G McCarley, and Mary H McCaulley. (1987). Compendium of Research Involving the Myers-Briggs Type Indicator . Gainesville, Fl.: Center for Applications of Psychological Type, 1987. Print.

What are the Factors that Affect Problem-Solving Activities? Part 1

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• Tags : Project management

Identification of the Problem

The most important of factors that affect problem-solving activities is realization of the problem. A problem is decided by the purpose. For instance, manufacturing managers evaluated based on the percentage of time they have operated the production lines do not have a problem with operating the production line without orders from their sales division. On the other hand, the sales division will have a major problem with this action if there are no orders and excessive inventory piles up as a result of this action.

Identification or realization of the problem, keeping the big picture in mind, is the first and most important step toward problem solving. They key to doing so lies in understanding the purpose of the action. The basic steps toward this direction include:

• Defining the problem.
• Identifying the potential causes for the problems.
• Listing out the various solutions.
• Selecting the best alternative.
• Planning implementation.
• Monitoring and verifying the implementation.

Image Credit: flickr.com/Martino Franchi

Personality Types

In 1987, M. McCaulley undertook one of the earliest research projects to link individual differences in personality to problem-solving approaches. He used Carl Jung’s theory of individual preferences to correlate the four mental processes of sensing, intuiting, thinking, and feeling to decision-making preferences. Sensing individuals considers facts, details, and reality when making decisions to solve problems. Intuitive individuals try to understand the meaningfulness of the facts, the relationships among the facts, and the possibilities of future events that can be imagined from these facts to make decisions, and usually develop new, original solutions. Thinking individuals tend to use logic and objective analysis during problem solving, and Feeling individuals tend to veer toward subjective considerations of values and feelings in the problem-solving process. Sensing and Intuitive people approach problems through their perceptions, and they prefer flexibility and adaptability. Thinking- and Feeling-oriented people usually make judgments and tend to prefer the problem-solving process to demonstrate closure.

Individuals preferring introversion take time to think and clarify their ideas before acting, while those preferring extroversion talk through their ideas to clarify them before acting. Introverts remain concerned with their own understanding of important concepts and ideas, whereas extroverts seek feedback from the environment.

Temperament

The ability of a person to solve problems depends on both personality type and temperament. People motivated toward a goal , or those who are high achievers, take that extra effort and initiative to find the root cause of problems and solve it. Others go by the routine procedure and do the minimum required.

High-risk takers who usually find themselves in more problems generally tend to be more adept in solving problems, also.

A far bigger personality dimension, however, lies in the positive treatment of the problem, or considering it as an opportunity to learn new things. A negatively charged problem impedes solution.

Thinking Patterns

Another of the major factors that affect problem-solving activities includes the thought processes or thinking patterns of the concerned individual.

The major thought process dimensions include:

• Strategic thinking or a bigger long-term focus instead of short-term departmental focus.
• Emotional thinking or judging whether a solution is right or wrong based on emotional commitment.
• Realistic thinking or the approach of starting from what can be done and fixing the essential problem first.
• Empirical thinking or judging whether the situation is right or wrong based on past experiences.

Problem solvers need to choose the appropriate thinking pattern based on the situation.

Besides such dimensions, the ability to think systematically through a rational process, such as systems things, thought and effect process, and contingent thinking, and the ability to forge hypothesis improves the thinking processes.

Skills and Technical Competency

The ability to solve a problem depends greatly on the person’s competency relative to the problem in hand. For instance, a team leader skilled in computer networking might be able to manage a network failure, create ad hoc procedures until the systems are restored, or effectively direct the recovery by functional experts. A team leader with no clue on networking would remain totally at sea and at the mercy of the functional experts.

At times problem-solving requires creativity and innovation, which again depends on the personality and temperament of the person, and the culture of the organization.

Hierarchies

Hierarchical organizations that tend to give importance to designations and fixed job descriptions , insist on adherence to procedures, and do not encourage ad hoc measures, stifle creativity and innovation and have a profound impact on problem-solving activities.

The ability to solve problems often depends on the administrative mazes and bureaucratic hurdles. For instance, a computer expert working in human resources might be the best person to recover a crashed system. This person, however, might not have the necessary permissions or authorization to access the main server, and the work remains disrupted until the authorized repair personnel arrive from far away.

External Environment

The external environment of an organization remains the root cause of many problems in a project, and the solution depends on the external environment itself. For instance, availability of skilled manpower depends on the labor market, running of machinery depends on the provision of energy by the utility provider, and starting operations depends on compliance with the procedures to securing the necessary permits. The best approach to problem solving is having a good understanding of the state of the external environment to reconcile the business operations with the external environment.

A business cannot control or alter the external environment. It can only harness it to its advantage. In this realization lies the key to solving most problems.

• Huitt, William, G. “Problem Solving and Decision Making: Consideration of Individual Differences Using the Myers-Briggs Type Indicator.” Retrieved from https://teach.valdosta.edu/whuitt/papers/prbsmbti.html on 21 October 2010.
• Shibata, Hidetoshi. “Problem Solving: Definition, terminology, and patterns.”Retrieved from https://www.mediafrontier.com/Article/PS/PS.htm on 21 October 2010.
• McNamara, Carter. “ Basic Guidelines to Problem Solving and Decision Making.”. Retrieved from https://www.managementhelp.org/prsn _prd/prb_bsc.htm on 21 October 2010.

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Top 10 Problem Solving Templates with Samples and Examples

In today's competitive business world, excelling at problem solving is crucial for achieving success. A recent study by McKinsey has shown that companies that are skilled at problem solving tend to outperform their peers in terms of revenue growth and shareholder returns. In fact, the top quartile of problem-solving organizations achieved 50% higher revenue growth and 33% higher total returns to shareholders compared to the bottom quartile. Therefore, it's clear that mastering problem solving is essential for any business to thrive.

Finding effective solutions to business challenges, however, can be daunting. That's where SlideTeam's Problem-solving Templates come in to provide a step-by-step approach enabling you to break down complex issues into manageable parts and develop effective solutions. We offer a range of templates, including SWOT analysis, Fishbone diagrams, and Root Cause Analysis, that will equip you with the tools you need to tackle any business problem.

Problem-Solving Templates

If you're tired of struggling to find solutions to the challenges your business faces, explore these Problem-Solving Templates. Don't let obstacles hold your business back – try our templates today and take your business to the next level.

Let’s begin.

Template 1: Organizational Problem-Solving Tool PowerPoint Presentation

For an organization, problem-solving is required in all its operational aspects-right, from planning, controlling, marketing, and manufacturing to managing financial aspects, products as well as customers. This PPT template presents slides that enable an organization to analyze information across all its operations and departments and identify problems and then solve these problems. This editable PPT Template enables an organization to plan its progress path by allocating the right people and resources to solve problems.

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Template 2: Problem Solving Approach Business Organizational Analysis Assessment Systems

This editable PPT Template with its attractive graphics and design, enables any business to adopt the right approach to problem-solving. The template enables any organization to analyze different approaches like three-phase approach, collaborative approach, strategy-based approach, etc.

Template 3: Sample A3 Problem Solving Report Collection of Quality Control Templates PPT Diagrams

This easy-to-use PPT template helps organizations solve problems related to quality control. Using this template, an organization can identify the root cause of the problem and the background of the problem and formulate a plan of action to solve the problem. It includes sections for the current situation, checking, acting, and rectifying the errors.

Template 4: Sample A3 Problem Solving Report

This customizable and readily downloadable PPT template enables an organization to solve problems that are reflected in quality assurance reports. Any business can identify a quality-related problem, its background, its cause, as well as other aspects of the problem and then find the best solution to the problem using this template.

Template 5: Optimizing Transformation Strawman Proposal

For any organization, it is important to achieve operational efficiency. However, several issues are often faced when it comes to the operational aspects of a business, and identifying these is mandatory for an organization. Using this PPT Template, an organization can analyze its operational problems and discuss in detail how technology can be used to solve the problem and bring about a transformation that can help to enhance operational efficiency.

Template 6: Collaborative Problem Solving and Assessment Approach

This PPT template, available for instant download, helps an organization to use a collaborative problem-solving and assessment approach to analyze problems related to new products, technologies, ideas, etc., and adopt the best practices to solve the problem.

Template 7: Situation Complication Resolution Framework for Problem Solving

This attractive PPT Template, with its colorful graphics, enables an organization to adopt the framework model to solve a problem. This model enables any business to analyze the current situation, identify the complications associated with the situation, and then find the solution or the best way to resolve the problem.

Template 8: Five-circle Arrow Process for Problem Solving

This adaptable PPT template, with its attractive design, provides a five-circle arrow process for solving problems related to any aspect of the organization. Using this PPT template, an organization can define a problem, generate new ideas to solve the problem, evaluate and select solutions and implement and evaluate the solutions to ensure that the problem gets solved in the most optimal manner.

Template 9: 3-Step Process of Problem-solving Analysis

The process of problem-solving is not always easy because, most of the time, a business fails to identify the problem. Using this customizable PPT Template, a business can adopt a 3-step approach to problem-solving. With the help of this template, an organization can implement the stages of problem identification, problem analysis, and solution development to solve the problem in the most effective manner.

Template 10: 6 segments of problem-solving model

This PPT template presents 6 steps to solve a problem that an organization may face in any of its operational aspects. This PPT template is easy to edit and enables any business to adopt the stages of defining a problem, determining the root cause of the problem, evaluating the outcome, selecting a solution, implementing the solution, and developing alternative solutions. This model, when adopted by an organization, enables it to find the most optimal solution to the problem.

The Final Word

Every problem is a gift - without problems, we would not grow." - Tony Robbins. This quote highlights the importance of embracing challenges as opportunities for growth and development. When businesses approach problem-solving with a positive mindset and a willingness to learn, they can turn even the most challenging situations into valuable learning experiences.

Now that you know how using problem-solving templates can assist you in streamlining the entire process, it’s time to download these templates and get started.

FAQs on Problem-Solving

What are the 7 steps to problem-solving.

A business, during its operations, may face several problems that need to be solved so that the problem does not impact the organization in an adverse manner. However, to solve a problem in the most efficient manner, a business must adopt a seven-step approach to problem-solving. These steps include:

• Identifying the problem.
• Analyzing the problem.
• Describing the problem and all its parameters.
• Identifying the root cause of the problem.
• Developing solutions to solve the problem.
• Implementing the solution that seems to be the most effective.
• Measuring the results.

Why is problem-solving important?

Problem-solving enables an organization to handle unexpected situations or face challenges that it may face during its operations. For every organization, problem-solving is important as it enables the organization to:

• Identify activities, processes, and people that are not working in an efficient manner.
• Identify risks and address these risks.
• Implement changes when required.
• Enhance performance and productivity.
• Innovate and execute new ideas.
• Make effective decisions.

What are the five problem-solving skills?

Problem-solving is not an easy task, and any consultant in the organization who works to solve problems needs to exhibit some specific skills. These skills include but are not limited to:

• Creativity that enables the consultant to assess and analyze the problem from various perspectives to come up with the best idea.
• Communication to ensure that the problem and its solutions are easily communicated with others in the organization.
• Teamwork so that everyone in the team can work to solve the problem.
• Critical analysis to think analytically about a problem and solve it in the best manner possible.
• Information processing to process and analyze all information that is associated with the problem.

What are the 4 steps of problem-solving?

Problem-solving needs to be carried out using a series of steps that include:

• Identifying and analyzing the problem so that its cause is known.
• Planning and determining how to solve the problem by finding various solutions.
• Implementing the chosen solution to solve the problem.
• Evaluating solutions to know whether the problem has been resolved or not. 

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7.3 Problem-Solving

Learning objectives.

By the end of this section, you will be able to:

• Describe problem solving strategies
• Define algorithm and heuristic
• Explain some common roadblocks to effective problem solving

   People face problems every day—usually, multiple problems throughout the day. Sometimes these problems are straightforward: To double a recipe for pizza dough, for example, all that is required is that each ingredient in the recipe be doubled. Sometimes, however, the problems we encounter are more complex. For example, say you have a work deadline, and you must mail a printed copy of a report to your supervisor by the end of the business day. The report is time-sensitive and must be sent overnight. You finished the report last night, but your printer will not work today. What should you do? First, you need to identify the problem and then apply a strategy for solving the problem.

The study of human and animal problem solving processes has provided much insight toward the understanding of our conscious experience and led to advancements in computer science and artificial intelligence. Essentially much of cognitive science today represents studies of how we consciously and unconsciously make decisions and solve problems. For instance, when encountered with a large amount of information, how do we go about making decisions about the most efficient way of sorting and analyzing all the information in order to find what you are looking for as in visual search paradigms in cognitive psychology. Or in a situation where a piece of machinery is not working properly, how do we go about organizing how to address the issue and understand what the cause of the problem might be. How do we sort the procedures that will be needed and focus attention on what is important in order to solve problems efficiently. Within this section we will discuss some of these issues and examine processes related to human, animal and computer problem solving.

PROBLEM-SOLVING STRATEGIES

   When people are presented with a problem—whether it is a complex mathematical problem or a broken printer, how do you solve it? Before finding a solution to the problem, the problem must first be clearly identified. After that, one of many problem solving strategies can be applied, hopefully resulting in a solution.

Problems themselves can be classified into two different categories known as ill-defined and well-defined problems (Schacter, 2009). Ill-defined problems represent issues that do not have clear goals, solution paths, or expected solutions whereas well-defined problems have specific goals, clearly defined solutions, and clear expected solutions. Problem solving often incorporates pragmatics (logical reasoning) and semantics (interpretation of meanings behind the problem), and also in many cases require abstract thinking and creativity in order to find novel solutions. Within psychology, problem solving refers to a motivational drive for reading a definite “goal” from a present situation or condition that is either not moving toward that goal, is distant from it, or requires more complex logical analysis for finding a missing description of conditions or steps toward that goal. Processes relating to problem solving include problem finding also known as problem analysis, problem shaping where the organization of the problem occurs, generating alternative strategies, implementation of attempted solutions, and verification of the selected solution. Various methods of studying problem solving exist within the field of psychology including introspection, behavior analysis and behaviorism, simulation, computer modeling, and experimentation.

A problem-solving strategy is a plan of action used to find a solution. Different strategies have different action plans associated with them (table below). For example, a well-known strategy is trial and error. The old adage, “If at first you don’t succeed, try, try again” describes trial and error. In terms of your broken printer, you could try checking the ink levels, and if that doesn’t work, you could check to make sure the paper tray isn’t jammed. Or maybe the printer isn’t actually connected to your laptop. When using trial and error, you would continue to try different solutions until you solved your problem. Although trial and error is not typically one of the most time-efficient strategies, it is a commonly used one.

   Another type of strategy is an algorithm. An algorithm is a problem-solving formula that provides you with step-by-step instructions used to achieve a desired outcome (Kahneman, 2011). You can think of an algorithm as a recipe with highly detailed instructions that produce the same result every time they are performed. Algorithms are used frequently in our everyday lives, especially in computer science. When you run a search on the Internet, search engines like Google use algorithms to decide which entries will appear first in your list of results. Facebook also uses algorithms to decide which posts to display on your newsfeed. Can you identify other situations in which algorithms are used?

A heuristic is another type of problem solving strategy. While an algorithm must be followed exactly to produce a correct result, a heuristic is a general problem-solving framework (Tversky & Kahneman, 1974). You can think of these as mental shortcuts that are used to solve problems. A “rule of thumb” is an example of a heuristic. Such a rule saves the person time and energy when making a decision, but despite its time-saving characteristics, it is not always the best method for making a rational decision. Different types of heuristics are used in different types of situations, but the impulse to use a heuristic occurs when one of five conditions is met (Pratkanis, 1989):

• When one is faced with too much information
• When the time to make a decision is limited
• When the decision to be made is unimportant
• When there is access to very little information to use in making the decision
• When an appropriate heuristic happens to come to mind in the same moment

Working backwards is a useful heuristic in which you begin solving the problem by focusing on the end result. Consider this example: You live in Washington, D.C. and have been invited to a wedding at 4 PM on Saturday in Philadelphia. Knowing that Interstate 95 tends to back up any day of the week, you need to plan your route and time your departure accordingly. If you want to be at the wedding service by 3:30 PM, and it takes 2.5 hours to get to Philadelphia without traffic, what time should you leave your house? You use the working backwards heuristic to plan the events of your day on a regular basis, probably without even thinking about it.

Another useful heuristic is the practice of accomplishing a large goal or task by breaking it into a series of smaller steps. Students often use this common method to complete a large research project or long essay for school. For example, students typically brainstorm, develop a thesis or main topic, research the chosen topic, organize their information into an outline, write a rough draft, revise and edit the rough draft, develop a final draft, organize the references list, and proofread their work before turning in the project. The large task becomes less overwhelming when it is broken down into a series of small steps.

Further problem solving strategies have been identified (listed below) that incorporate flexible and creative thinking in order to reach solutions efficiently.

Additional Problem Solving Strategies :

• Abstraction – refers to solving the problem within a model of the situation before applying it to reality.
• Analogy – is using a solution that solves a similar problem.
• Brainstorming – refers to collecting an analyzing a large amount of solutions, especially within a group of people, to combine the solutions and developing them until an optimal solution is reached.
• Divide and conquer – breaking down large complex problems into smaller more manageable problems.
• Hypothesis testing – method used in experimentation where an assumption about what would happen in response to manipulating an independent variable is made, and analysis of the affects of the manipulation are made and compared to the original hypothesis.
• Lateral thinking – approaching problems indirectly and creatively by viewing the problem in a new and unusual light.
• Means-ends analysis – choosing and analyzing an action at a series of smaller steps to move closer to the goal.
• Method of focal objects – putting seemingly non-matching characteristics of different procedures together to make something new that will get you closer to the goal.
• Morphological analysis – analyzing the outputs of and interactions of many pieces that together make up a whole system.
• Proof – trying to prove that a problem cannot be solved. Where the proof fails becomes the starting point or solving the problem.
• Reduction – adapting the problem to be as similar problems where a solution exists.
• Research – using existing knowledge or solutions to similar problems to solve the problem.
• Root cause analysis – trying to identify the cause of the problem.

The strategies listed above outline a short summary of methods we use in working toward solutions and also demonstrate how the mind works when being faced with barriers preventing goals to be reached.

One example of means-end analysis can be found by using the Tower of Hanoi paradigm . This paradigm can be modeled as a word problems as demonstrated by the Missionary-Cannibal Problem :

Missionary-Cannibal Problem

Three missionaries and three cannibals are on one side of a river and need to cross to the other side. The only means of crossing is a boat, and the boat can only hold two people at a time. Your goal is to devise a set of moves that will transport all six of the people across the river, being in mind the following constraint: The number of cannibals can never exceed the number of missionaries in any location. Remember that someone will have to also row that boat back across each time.

Hint : At one point in your solution, you will have to send more people back to the original side than you just sent to the destination.

The actual Tower of Hanoi problem consists of three rods sitting vertically on a base with a number of disks of different sizes that can slide onto any rod. The puzzle starts with the disks in a neat stack in ascending order of size on one rod, the smallest at the top making a conical shape. The objective of the puzzle is to move the entire stack to another rod obeying the following rules:

• 1. Only one disk can be moved at a time.
• 2. Each move consists of taking the upper disk from one of the stacks and placing it on top of another stack or on an empty rod.
• 3. No disc may be placed on top of a smaller disk.

  Figure 7.02. Steps for solving the Tower of Hanoi in the minimum number of moves when there are 3 disks.

Figure 7.03. Graphical representation of nodes (circles) and moves (lines) of Tower of Hanoi.

The Tower of Hanoi is a frequently used psychological technique to study problem solving and procedure analysis. A variation of the Tower of Hanoi known as the Tower of London has been developed which has been an important tool in the neuropsychological diagnosis of executive function disorders and their treatment.

GESTALT PSYCHOLOGY AND PROBLEM SOLVING

As you may recall from the sensation and perception chapter, Gestalt psychology describes whole patterns, forms and configurations of perception and cognition such as closure, good continuation, and figure-ground. In addition to patterns of perception, Wolfgang Kohler, a German Gestalt psychologist traveled to the Spanish island of Tenerife in order to study animals behavior and problem solving in the anthropoid ape.

As an interesting side note to Kohler’s studies of chimp problem solving, Dr. Ronald Ley, professor of psychology at State University of New York provides evidence in his book A Whisper of Espionage  (1990) suggesting that while collecting data for what would later be his book  The Mentality of Apes (1925) on Tenerife in the Canary Islands between 1914 and 1920, Kohler was additionally an active spy for the German government alerting Germany to ships that were sailing around the Canary Islands. Ley suggests his investigations in England, Germany and elsewhere in Europe confirm that Kohler had served in the German military by building, maintaining and operating a concealed radio that contributed to Germany’s war effort acting as a strategic outpost in the Canary Islands that could monitor naval military activity approaching the north African coast.

While trapped on the island over the course of World War 1, Kohler applied Gestalt principles to animal perception in order to understand how they solve problems. He recognized that the apes on the islands also perceive relations between stimuli and the environment in Gestalt patterns and understand these patterns as wholes as opposed to pieces that make up a whole. Kohler based his theories of animal intelligence on the ability to understand relations between stimuli, and spent much of his time while trapped on the island investigation what he described as  insight , the sudden perception of useful or proper relations. In order to study insight in animals, Kohler would present problems to chimpanzee’s by hanging some banana’s or some kind of food so it was suspended higher than the apes could reach. Within the room, Kohler would arrange a variety of boxes, sticks or other tools the chimpanzees could use by combining in patterns or organizing in a way that would allow them to obtain the food (Kohler & Winter, 1925).

While viewing the chimpanzee’s, Kohler noticed one chimp that was more efficient at solving problems than some of the others. The chimp, named Sultan, was able to use long poles to reach through bars and organize objects in specific patterns to obtain food or other desirables that were originally out of reach. In order to study insight within these chimps, Kohler would remove objects from the room to systematically make the food more difficult to obtain. As the story goes, after removing many of the objects Sultan was used to using to obtain the food, he sat down ad sulked for a while, and then suddenly got up going over to two poles lying on the ground. Without hesitation Sultan put one pole inside the end of the other creating a longer pole that he could use to obtain the food demonstrating an ideal example of what Kohler described as insight. In another situation, Sultan discovered how to stand on a box to reach a banana that was suspended from the rafters illustrating Sultan’s perception of relations and the importance of insight in problem solving.

Grande (another chimp in the group studied by Kohler) builds a three-box structure to reach the bananas, while Sultan watches from the ground.  Insight , sometimes referred to as an “Ah-ha” experience, was the term Kohler used for the sudden perception of useful relations among objects during problem solving (Kohler, 1927; Radvansky & Ashcraft, 2013).

Solving puzzles.

   Problem-solving abilities can improve with practice. Many people challenge themselves every day with puzzles and other mental exercises to sharpen their problem-solving skills. Sudoku puzzles appear daily in most newspapers. Typically, a sudoku puzzle is a 9×9 grid. The simple sudoku below (see figure) is a 4×4 grid. To solve the puzzle, fill in the empty boxes with a single digit: 1, 2, 3, or 4. Here are the rules: The numbers must total 10 in each bolded box, each row, and each column; however, each digit can only appear once in a bolded box, row, and column. Time yourself as you solve this puzzle and compare your time with a classmate.

How long did it take you to solve this sudoku puzzle? (You can see the answer at the end of this section.)

   Here is another popular type of puzzle (figure below) that challenges your spatial reasoning skills. Connect all nine dots with four connecting straight lines without lifting your pencil from the paper:

Did you figure it out? (The answer is at the end of this section.) Once you understand how to crack this puzzle, you won’t forget.

   Take a look at the “Puzzling Scales” logic puzzle below (figure below). Sam Loyd, a well-known puzzle master, created and refined countless puzzles throughout his lifetime (Cyclopedia of Puzzles, n.d.).

What steps did you take to solve this puzzle? You can read the solution at the end of this section.

Pitfalls to problem solving.

   Not all problems are successfully solved, however. What challenges stop us from successfully solving a problem? Albert Einstein once said, “Insanity is doing the same thing over and over again and expecting a different result.” Imagine a person in a room that has four doorways. One doorway that has always been open in the past is now locked. The person, accustomed to exiting the room by that particular doorway, keeps trying to get out through the same doorway even though the other three doorways are open. The person is stuck—but she just needs to go to another doorway, instead of trying to get out through the locked doorway. A mental set is where you persist in approaching a problem in a way that has worked in the past but is clearly not working now.

Functional fixedness is a type of mental set where you cannot perceive an object being used for something other than what it was designed for. During the Apollo 13 mission to the moon, NASA engineers at Mission Control had to overcome functional fixedness to save the lives of the astronauts aboard the spacecraft. An explosion in a module of the spacecraft damaged multiple systems. The astronauts were in danger of being poisoned by rising levels of carbon dioxide because of problems with the carbon dioxide filters. The engineers found a way for the astronauts to use spare plastic bags, tape, and air hoses to create a makeshift air filter, which saved the lives of the astronauts.

   Researchers have investigated whether functional fixedness is affected by culture. In one experiment, individuals from the Shuar group in Ecuador were asked to use an object for a purpose other than that for which the object was originally intended. For example, the participants were told a story about a bear and a rabbit that were separated by a river and asked to select among various objects, including a spoon, a cup, erasers, and so on, to help the animals. The spoon was the only object long enough to span the imaginary river, but if the spoon was presented in a way that reflected its normal usage, it took participants longer to choose the spoon to solve the problem. (German & Barrett, 2005). The researchers wanted to know if exposure to highly specialized tools, as occurs with individuals in industrialized nations, affects their ability to transcend functional fixedness. It was determined that functional fixedness is experienced in both industrialized and nonindustrialized cultures (German & Barrett, 2005).

In order to make good decisions, we use our knowledge and our reasoning. Often, this knowledge and reasoning is sound and solid. Sometimes, however, we are swayed by biases or by others manipulating a situation. For example, let’s say you and three friends wanted to rent a house and had a combined target budget of $1,600. The realtor shows you only very run-down houses for $1,600 and then shows you a very nice house for $2,000. Might you ask each person to pay more in rent to get the $2,000 home? Why would the realtor show you the run-down houses and the nice house? The realtor may be challenging your anchoring bias. An anchoring bias occurs when you focus on one piece of information when making a decision or solving a problem. In this case, you’re so focused on the amount of money you are willing to spend that you may not recognize what kinds of houses are available at that price point.

The confirmation bias is the tendency to focus on information that confirms your existing beliefs. For example, if you think that your professor is not very nice, you notice all of the instances of rude behavior exhibited by the professor while ignoring the countless pleasant interactions he is involved in on a daily basis. Hindsight bias leads you to believe that the event you just experienced was predictable, even though it really wasn’t. In other words, you knew all along that things would turn out the way they did. Representative bias describes a faulty way of thinking, in which you unintentionally stereotype someone or something; for example, you may assume that your professors spend their free time reading books and engaging in intellectual conversation, because the idea of them spending their time playing volleyball or visiting an amusement park does not fit in with your stereotypes of professors.

Finally, the availability heuristic is a heuristic in which you make a decision based on an example, information, or recent experience that is that readily available to you, even though it may not be the best example to inform your decision . Biases tend to “preserve that which is already established—to maintain our preexisting knowledge, beliefs, attitudes, and hypotheses” (Aronson, 1995; Kahneman, 2011). These biases are summarized in the table below.

Were you able to determine how many marbles are needed to balance the scales in the figure below? You need nine. Were you able to solve the problems in the figures above? Here are the answers.

   Many different strategies exist for solving problems. Typical strategies include trial and error, applying algorithms, and using heuristics. To solve a large, complicated problem, it often helps to break the problem into smaller steps that can be accomplished individually, leading to an overall solution. Roadblocks to problem solving include a mental set, functional fixedness, and various biases that can cloud decision making skills.

References:

Openstax Psychology text by Kathryn Dumper, William Jenkins, Arlene Lacombe, Marilyn Lovett and Marion Perlmutter licensed under CC BY v4.0. https://openstax.org/details/books/psychology

Review Questions:

1. A specific formula for solving a problem is called ________.

a. an algorithm

b. a heuristic

c. a mental set

d. trial and error

2. Solving the Tower of Hanoi problem tends to utilize a  ________ strategy of problem solving.

a. divide and conquer

b. means-end analysis

d. experiment

3. A mental shortcut in the form of a general problem-solving framework is called ________.

4. Which type of bias involves becoming fixated on a single trait of a problem?

a. anchoring bias

b. confirmation bias

c. representative bias

d. availability bias

5. Which type of bias involves relying on a false stereotype to make a decision?

6. Wolfgang Kohler analyzed behavior of chimpanzees by applying Gestalt principles to describe ________.

a. social adjustment

b. student load payment options

c. emotional learning

d. insight learning

7. ________ is a type of mental set where you cannot perceive an object being used for something other than what it was designed for.

a. functional fixedness

c. working memory

Critical Thinking Questions:

1. What is functional fixedness and how can overcoming it help you solve problems?

2. How does an algorithm save you time and energy when solving a problem?

Personal Application Question:

1. Which type of bias do you recognize in your own decision making processes? How has this bias affected how you’ve made decisions in the past and how can you use your awareness of it to improve your decisions making skills in the future?

anchoring bias

availability heuristic

confirmation bias

functional fixedness

hindsight bias

problem-solving strategy

representative bias

trial and error

working backwards

Answers to Exercises

algorithm:  problem-solving strategy characterized by a specific set of instructions

anchoring bias:  faulty heuristic in which you fixate on a single aspect of a problem to find a solution

availability heuristic:  faulty heuristic in which you make a decision based on information readily available to you

confirmation bias:  faulty heuristic in which you focus on information that confirms your beliefs

functional fixedness:  inability to see an object as useful for any other use other than the one for which it was intended

heuristic:  mental shortcut that saves time when solving a problem

hindsight bias:  belief that the event just experienced was predictable, even though it really wasn’t

mental set:  continually using an old solution to a problem without results

problem-solving strategy:  method for solving problems

representative bias:  faulty heuristic in which you stereotype someone or something without a valid basis for your judgment

trial and error:  problem-solving strategy in which multiple solutions are attempted until the correct one is found

working backwards:  heuristic in which you begin to solve a problem by focusing on the end result

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Problem Solving Problem Solving

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Definition, Factors affecting, Steps, Tips - Problem Solving | 11th Home Science : Chapter 9 : Personality Development and Life Coping Skills

Chapter: 11th home science : chapter 9 : personality development and life coping skills, problem solving.

PROBLEM SOLVING

Problem Solving is the term used for thinking or thought processes that is specifically aimed at finding Solutions to specific problems. This process contin-ues on spectrum from conceiving an idea through accomplishing goal by means a set of mental operations.

Factors affecting problem solving

·            Poor Intelligence

·            Absence of sufficient concepts

·            Wrong thought habits

·            Limited vocabulary

·            Prejudices

·            Lack of awareness

“The only way to solve a problem is to change the thinking that created it.” Albert Einstein (1879–1955)

Steps in Problem Solving

The steps in problem solving are as follows

Awareness of the problem –An individ-ual has to be aware of the problem. If he senses that there is a problem he will know the way to solve it.

Example: What will happen to a boy who is absent continuously?

1. Recognition of the problem – The in-dividual has to understand the prob-lem by comparing his past experiences faced with present situation.

Example: All the students want to know what has happened to their favourite monitor

2. Collection of data – Collection of data plays an important part in solving the problems. Data regarding the problem is collected

Example: One of the boy who lives nearby is spotted and asked to go to the monitor house. He finds out that his monitor is suffering from malarial fever.

3. Formulation of hypothesis - Hypothesis means “idea or suggestion put forward as a starting point for reasoning or explanation”. Hence a hypothesis may be right or wrong, accepted or rejected after its validity is verified completely.

Example: One may ask why the monitor alone was attacked by malarial fever. The boys try to formulate tentative guesses to the question. Perhaps the monitor visited someone who had malarial fever. Perhaps monitor slept without mosquito net at night, or water stagnation near his house.

4. Evaluation or testing of hypothesis : Hypothesis formulated is tested.

when monitor comes back to school after recovery from malarial fever he says that there is a big pond near his house where water stagnates and breeds mosquitoes. He also tells them that one night he did not use mosquito net because it was a very hot night.

5. Making of Generalisation –Finding a general principle to a particular situa-tion is called generalization.

i) One should not sleep without a mosquito net at night in swampy areas.

ii) One should maintain good habits so that he/she may not be attacked by a disease.

Five “I”- approaches to Daily Problem Solving

1. Intention - State the goal of the prob-lem to be solved

2. Interest - What is the problem where do you see the problem in the process

3. Investigate - What is the root cause?

4. Intervene - Limit the effect of the problem

5. Implement - Permanently prevent the problem from reoccurring.

Tips to increase our Problem Solving Skills

·            Dance

·            Workout our brain with logic puzzles

·            Get good night sleep

·            Work out to some tunes

·            Participate in yoga

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Problem Solving Presentation Templates

Present the problem-solving processes effectively with our premade problem solving powerpoint templates and google slides themes. crafted to guide you from problem identification to resolution, these free templates breathe life into complex strategies. they feature creative, fully editable infographics, like puzzles and light bulb designs..

• Analytical Thinking: Breaking down a problem into smaller parts to understand its nature.
• Creative Thinking: Thinking outside the box to find unique and effective solutions.
• Decision Making: Choosing the best course of action among different alternatives.
• Team Collaboration: Working together to generate diverse perspectives and solutions.
• Communicate the problem statement clearly to stakeholders.
• Exhibit potential solutions and their implications.
• Rally teams around a unified strategy.
• Track progress and outcomes.

In such scenarios, the design and layout of your presentation matter as much as its content. And this is where Slide Egg steps in!

• Diverse Designs: From representing problem identification, business solutions, problem-solving techniques, and strategies to process steps, our slides have it all.
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How To Build A Problem Solving PowerPoint

We're here to help you, what is problem solving presentation templates.

Problem Solving Presentation Templates is a set of pre-designed PowerPoint slides that you can use to present and explain problem-solving strategies. The templates provide visuals and text that you can use to describe the problem-solving process, from identifying the problem to finding a solution.

Where can we use these Problem Solving Slides?

You can use these Problem Solving Slides for corporate meetings, educational classes, team-building events, or workshops. You can also use them to help facilitate brainstorming sessions and critical thinking activities.

How can I make Problem Solving PPT Slides in a presentation?

Start by creating a slide that outlines the problem. This should include the problem statement and a brief description of the context. Including brainstorming, researching, listing potential solutions, analyzing the data, and finally arriving at a solution. Suppose you want to create slides by yourself. Visit Tips and tricks for detailed instructions.

Who can use Problem Solving Presentation Templates?

Anyone can use Problem Solving PPT Templates to present a problem-solving strategy or process visually engagingly. These templates can be used by professionals, educators, students, business owners, and anyone looking to share a problem-solving approach with an audience.

Why do we need Problem Solving Presentation Slides?

Presenting a problem-solving Presentation slide helps illustrate complex concepts and issues. It can also engage an audience, provide visual context and simplify data. Problem-solving slides can convey ideas and solutions effectively and explore different solutions and alternatives.

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Many websites offer free Problem Solving Presentation Templates. Slide egg is one of the best PowerPoint providers. Our websites have uniquely designed templates that allow you to share the problem and help to track progress towards a solution.

Problem Solving Techniques

Apr 07, 2019

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Problem Solving Techniques. MST326 lecture 3. Outline of lecture. Brainstorming Mind maps Cause-and-Effect diagrams Failures Mode and Effects Analysis Fault Tree Analysis Design of Experiments. Brainstorming. proposed by Alex Osborn “for the sole purpose of producing checklists of ideas”

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• teorija reshenija izobretatel'skih zadach
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Problem Solving Techniques MST326 lecture 3 MATS326-3 problem.ppt

Outline of lecture • Brainstorming • Mind maps • Cause-and-Effect diagrams • Failures Mode and Effects Analysis • Fault Tree Analysis • Design of Experiments MATS326-3 problem.ppt

Brainstorming • proposed by Alex Osborn“for the sole purpose ofproducing checklists of ideas” • technique to identify causesand develop solutions to problems • “seeking the wisdom of ten people rather than the knowledge of one person” [Kaizen Institute] MATS326-3 problem.ppt

Brainstorming • no criticism is permitted • “only stupid question is one that is not asked” [Ho] • wild ideas are encouraged • often trigger good ideas from someone else • each person contributes one idea • further single ideas on second circuit • repeat until no further ideas • all contributions are recorded in view MATS326-3 problem.ppt

Brainstorming • Osborn proposed 75 fundamental questions • can be reduced to:  seek other uses?  adapt? • modify?  magnify? • minify?  substitute?  rearrange?  reverse?  combine? MATS326-3 problem.ppt

TRIZ • Teorija Reshenija Izobretatel'skih Zadach • loosely translates asTheory of Inventive Problem Solving (TIPS) • 40 Inventive Principles MATS326-3 problem.ppt

40 inventive principles of TRIZ IP 01: Segmentation IP 02: Taking out IP 03: Local quality IP 04: Asymmetry     IP 05: Merging     IP 06: Universality IP 07: Nested doll IP 08: Anti-weight IP 09: Preliminary anti-action IP 10: Preliminary action IP 11: Prior cushioning IP 12: Equipotentiality IP 13: The other way round IP 14: Spheroidality or curvature    IP 15: Dynamics IP 16: Abundance IP 17: Another dimension IP 18: Mechanical vibration IP 19: Periodic action IP 20: Continuity of useful action    IP 21: Rushing through     IP 22: Blessing in disguise IP 23: Feedback IP 24: Intermediary IP 25: Self-service IP 26: Copying     IP 27: Cheap short-lived objects IP 28: Mechanics substitution IP 29: Pneumatics and hydraulics IP 30: Flexible shells and thin films    IP 31: Porous materials IP 32: Colour change IP 33: Homogeneity IP 34: Discarding and recovering    IP 35: Parameter change IP 36: Phase transition IP 37: Thermal expansion IP 38: Strong oxidants IP 39: Inert atmosphere IP 40: Composite materials MATS326-3 problem.ppt

Mind maps • attributed to Tony Buzan • classic book “Use Your Head” MATS326-3 problem.ppt

Mind maps Image from http://www.loanedgenius.com/scrabble_2_letter_words.gif MATS326-3 problem.ppt

Cause-and-Effect diagrams • Cause-and-Effect diagram • often referred to as a fishbone diagram • or an Ishikawa diagram • introduced by Kaoru Ishikawa • simple graphical method to record and classify a chain of causes and effects in order to resolve a quality problem MATS326-3 problem.ppt

Cause-and-Effect diagrams • Clarify the object effect • Pick causes • Determine the priority causes • Work out the counteractions for priority causes • implement appropriate solutions to eliminate or reduce the causes of problems MATS326-3 problem.ppt

Cause-and-Effect diagrams I • Clarify the object effect • a numerical measurement should be established against which subsequent improvement can be judged MATS326-3 problem.ppt

Cause-and-Effect diagrams II • Pick causes • create a team of people to brainstorm possible causes that may lead to the effect • study the actual effect in the problem environment • on a horizontal line draw diagonal branches for direct causes of the effect • using arrows onto the branches create sub-branches for appropriate secondary causes • confirm all elements of the diagram are correctly positioned • quantify the causes wherever possible MATS326-3 problem.ppt

Cause-and-Effect diagrams III • Determine the priority causes • analyse any existing data for the problem • if practical, create a Pareto diagram.  • otherwise, determine a ranking of the relative importance of each cause. MATS326-3 problem.ppt

Cause-and-Effect diagrams IV • Work out the counteractions for priority causes • put in place appropriate solutionsto eliminate or reduce the causes of problems MATS326-3 problem.ppt

Cause-and-Effect diagram: • Image from http://www.ifm.eng.cam.ac.uk/dstools/gif/ishika.gif MATS326-3 problem.ppt

Failures Mode and Effects Analysis • FMEA is • a useful tool for reliability analysis • systematic check of a product or process • function • failure causes • failure modes • failure consequences MATS326-3 problem.ppt

Failures Mode and Effects Analysis • Requires a thorough knowledge of • functions of the components • contribution of those components to function of the system • For every failure mode at a low level,failure consequences are analysed at • the local level • the system level MATS326-3 problem.ppt

Failures Mode and Effects Analysis • FMEA is usually qualitative but may also be quantitative • initiated during planning and definitionof a project to investigate qualitative reliability demands of the market • during design and development, for quantitative reliability activities MATS326-3 problem.ppt

Table From Evans and Lindsay Chapter 13 MATS326-3 problem.ppt

Failures Mode and Effects Analysis • design-FMEA for design reviews • definition and limiting of the system • choice of complexity level • check of component functions • check of system functions • identification of possible failure modes • identification of consequences of failures • possibility of failure detection and failure localisation • assessment of seriousness of failure • identification of failure causes • interdependence of failures • documentation MATS326-3 problem.ppt

Failures Mode and Effects Analysis • quantitative design-FMEA a.k.a. FMECAFailure Mode, Effects and Criticality Analysis • consider every component • quantify and rank different failure modes • F = probability of failure • A = seriousness (consequences of failure) • U = probability of detection • subjective judgements on a scale of 1-5 or 1-10 • Product (F*A*U) = Risk Priority Number (RPN) MATS326-3 problem.ppt

Failures Mode and Effects Analysis • Process-FMEA for • pre-production engineering • design of process control • process improvement • FMEA is efficient where component failure leads directly to system failure • for more complex failures, FMEA may be supplemented by Fault Tree Analysis (FTA) MATS326-3 problem.ppt

Some URLs for FMEA • http://www.fmeainfocentre.com/ • http://supplier.intel.com/ehs/fmea.PDF • http://www.cs.mdx.ac.uk/puma/wp18.pdf • http://www.sverdrup.com/safety/fmea.pdf • http://www.uscg.mil/hq/msc/fmea.doc • http://www.competitiveedge.net/pdfs/fmea.pdf • http://www.fmeca.com/ffmethod/methodol.htm • http://www-personal.engin.umich.edu/~wmkeyser/ioe539/fmea.pdf • http://www.engin.umich.edu/class/eng401/003/LCNotes/fmea.pdf MATS326-3 problem.ppt

Fault Tree Analysis • Logical chart of occurrences to illustrate cause and effects • developed by DF Haasl, HA Watson, BJ Fussell and WE Vesely • initially at Bell Telephone Laboratories then North American Space Industry MATS326-3 problem.ppt

Fault Tree Analysis • Common symbols used 1 • main event • basic event • incompletely analysed event • restriction MATS326-3 problem.ppt

+ 1 & Fault Tree Analysis • Common symbols used 2 • or-gate • and-gate • transfer to or from another place MATS326-3 problem.ppt

Figure From Evans and Lindsay Chapter 13 MATS326-3 problem.ppt

Design of Experiments • originally conceived byRonald Aylmer Fisherat Rothampstead Experimental Station during the 1920s • analysing plant growing plotsunder different conditions, andneeded to eliminate systematic errors. Image from http://www.csse.monash.edu.au/~lloyd/tildeImages/People/Fisher.RA/ MATS326-3 problem.ppt

Experimental design • Randomisation • Replication - repetition so that variability can be estimated • Blocking - experimental units in groups (blocks) which are similar • Orthogonality - statistically normal. • Use of factorial experimentsinstead of one-factor-at-a-time MATS326-3 problem.ppt

Design of Experiments • full factorial experiment • where a number of factorsmay influence the output of a process, it is possible to study all combinationsof levels of each factor • if the number of factors considered increases, then number of experiments required increases more rapidly.  MATS326-3 problem.ppt

Design of Experiments • For two levels of n-variables,the number of experiments required is 2n • 4 experiments for two variables(low-low, low-high, high-low and high-high) • 16 experiments for four variables • 64 experiments for six variables. • If three levels (low - normal - high) or more are to be studied, then a full factorial experiment soon becomes impractical. MATS326-3 problem.ppt

Design of Experiments • results plotted to indicate the influence of each of the factors studied • when one factor affects the response,this is known as the main effect. • when >1 factor affects the response,this is termed an interaction. MATS326-3 problem.ppt

Design of Experiments Genichi Taguchi developed orthogonal arrays • fractional factorial matrix • permits a balanced comparisonof levels of any factor with a reduced number of experiments. • each factor can be evaluated independently of each of the other factors.  MATS326-3 problem.ppt

Orthogonal arrays L4: three two-level factors L9: four three level factors Arrays from http://www.york.ac.uk/depts/maths/tables/orthogonal.htm MATS326-3 problem.ppt

Common orthogonal arrays Table from Tony Bendell “Taguchi Methods”, 1989 MATS326-3 problem.ppt

Taguchi • Quality Loss FunctionL(x) = k ( x - t )2 • L = the loss to society of a unit of output at value x   • t = the ideal target value • k = constant • as non-conformance increases,losses increase even more rapidly MATS326-3 problem.ppt

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