Chapter 11 Problem Solving
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Transcript of Chapter 11 Problem Solving
Chapter 11
Problem Solving
ObjectivesExplain the four stages of problem
solving
Describe the red / green modes of problem solving
Identify the different roles a facilitator or manager plays during the problem-solving process
11 -1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…Objectives
Learn how to facilitate a problem-solving meeting
Explain Six Sigma and Appreciative Inquiry
11 -2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
From solely managerial problem solving
Managerial and team problem solving
Historical Shift
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
11 -3
to
Problem-Solving DialecticsGreen/Red Modes
• Convergence
• “Doubting”
• Contraction
• Divergence
• “Believing”
• Expansion
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
11 -4
Stages in Kolb’s Problem-Solving Model
Implementation Analysis
Situation Analysis
11 -5Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Solution Analysis
Problem Analysis
11 -6
Characteristics of Problem Solving
Not a logical, linear processAlternating wavelike expansions and
contractionsOutward movement => gather and
consider alternatives, information, and ideas
Inward movement => focus, evaluate and decide
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
ValuingInformationGathering
IdeaGetting
Participation
Priority Setting
Problem Definition
Decision Making
Planning
Problem as Given
Problem Chosen
Problem Defined
Solution Chosen
Solution Implemented
Manager
Leader Detective Inventor Coordinator
Expansion Green Mode
Mind-set
Contraction Red Mode
Mind-set
Solution Analysis
Problem Analysis
Situation Analysis
Implementation Analysis
Kolb’s Problem-Solving Model
11 -7Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Effective Problem Solving
Requires balanced attention to each of the four stages and
equal emphasis on and mind-sets
11 -8Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Structured Vs. Unstructured Problems
Structured problems are repetitive and routine, and definite procedures are developed for dealing with them
Unstructured problems are novel and not covered by ready-made procedures because they occur infrequently
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner 11 -9
Brainstorming - Defined
Brainstorming is the generation of as wide a
range of potential solutions as possible
11 -10Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Six Sigma - Defined
Six Sigma is a problem-solving approach
that utilizes statistical methods to remove
obstacles and create processes that lead to
high-quality products and processes
11 -11Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
DMAIC – Basic Six Sigma Formula
11 -12
Define
Measure
Improve
Control
Analyze
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Appreciative Inquiry - Defined
Appreciative inquiry is the study and
exploration of what gives life to human
systems when they function at their best
Rather than seeking to fix problem
deficits, AI focuses on what’s already
positive and strengthens it
11 -13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Appreciative Inquiry 4D Cycle
Design Destiny
11 -14
Discover
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Dream
Cultural Differences and Problem Solving
Cultures vary in the way they define problems, gather information, and solve problems
These dimensions impact problem solving: Locus of control Individualism vs. Collectivism High vs. Low Context Orientation towards time
11 -15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner