IMPROVING ORGANIZATION and INDIVIDUAL PERFORMANCE · GENERATION PHASE Rules in Brainstorming •...
Transcript of IMPROVING ORGANIZATION and INDIVIDUAL PERFORMANCE · GENERATION PHASE Rules in Brainstorming •...
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IMPROVING ORGANIZATION and
INDIVIDUAL PERFORMANCECourse 5:
Supervisory Development Program
1
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EFFECTIVE SUPERVISION
Achieving Leadership Effectiveness
Aligning People and Organizations
Developing and Enabling People
Empowering and Engaging People
Improving Organization
and Individual Performance
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CSC Leadership Competencies SDP Courses
Leading Change Achieving Leadership Effectiveness
Thinking Strategically and Creatively Aligning Organization and People
Managing Performance and Coaching for Results
Developing Organizations and Individuals
Building Collaborative, Inclusive Working Relationships
Empowering and Engaging People
Creating and Nurturing a High Performing Organization
Improving Organization and Individual Performance
Leadership Competencies
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Expectation Setting
What do you expect to learn from this course?
What challenges do you expect to manage better
after the course?
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Improving Organization and
Individual Performance
Performance Objective:
By the end of the course, participants will be able
to identify priority areas for improvement, identify
root causes of a problem, develop improvement
goals, select best options, and develop action
plan.
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Improving Organization and
Individual Performance
Learning Objectives:
• Appreciate the need for Problem Solving and Decision
Making Skills to continually improve Team and Individual
Performance
• Describe the Right Mindset towards Problem Solving
• Differentiate Problem Solving and Decision Making
• Describe the Systematic Approach to Solving Problems
and Decision Making using the SAPADAPPA
methodology
• Use 10 tools in Problem Solving and Decision Making
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Improving Organization and
Individual Performance
Sched Content
AM 1 Right MindsetOverview of SAPADAPPA
AM 2 Situation Analysis
PM 1 Situation Analysis
PM 2 Problem Analysis
Day 1
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Improving Organization and
Individual Performance
Sched Content
AM 1 Decision Analysis
AM 2 Potential Problem Analysis
PM 1Summary Action Plan
PM 2IntegrationClosing Ceremonies
Day 2
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Pre-Course Assessment
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The Right Mindset
Session 1
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Hidden Birds
Instructions:
You are given 10 sentences.
Buried in each of the sentence is the name of a
bird. The letters of the birds’ names can be
composed of letters in more than 1 word.
For example:
We have high Enrollment (HEN).
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Hidden Birds
1. Carol’s microwave oven has four settings.
2. Now, let me help you with your coat.
3. She can recognize a gleam in his eyes.
4. That particular kind of dessert is superb.
5. Did you see the pigs wallowing in the mud?
6. Marilyn, the movie star, lingered on the stage.
7. Yes, I just saw her on the bus.
8. The February thaw killed the cop.
9. The throb in my arm is caused by a cramp.
10. The kids want to leave early.
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Hidden Birds (Answer)
1. Carol’s microwave oven has four settings.
2. Now, let me help you with your coat.
3. She can recognize a gleam in his eyes.
4. That particular kind of dessert is superb.
5. Did you see the pigs wallowing in the mud?
6. Marilyn, the movie star, lingered on the stage.
7. Yes, I just saw her on the bus.
8. The February thaw killed the cop.
9. The throb in my arm is caused by a cramp.
10. The kids want to leave early.
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Hidden Birds (Processing)
• What made it difficult to find the Hidden Birds?
• What was your feeling when doing the activity?
• Was there a change in your output or feeling as
you do the activity?
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
Samuel C. Certo,
Supervision p. 230
The tendency to
simply recall
experiences and
consider how
similar problems
were handled
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
settle for
“good enough”
alternatives given
time, cost or other
limitations
Samuel C. Certo,
Supervision p. 231
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
rely on intuitive or
gut instincts
instead of using
impartial data
Samuel C. Certo,
Supervision p. 232
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
favor solutions that
they think they can
justify to others
Samuel C. Certo,
Supervision p. 232
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
assume everyone
sees things the
way they do
Samuel C. Certo,
Supervision p. 232
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
rely on recent
events that is
easily recalled
Samuel C. Certo,
Supervision p. 233
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Pursuing Continual
Improvements
Human Compromises in Problem Solving
• Simplicity
• Bounded Rationality
• Subjective Rationality
• Rationalization
• Personal Perspective
• Recency Syndrome
• Stereotyping
The tendency to
categorize people
Samuel C. Certo,
Supervision p. 234
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Why Solve Problems and
Make Decisions?
It is the HEART of what SUCCESSFUL leaders
do.
POOR LEADERS :
• Do not do anything due to Fear of Failure
• Procrastinate (hope that someone will bail them
out) or
• Make decisions using knee-jerk reaction.
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The Right Mindset
• Be Open – like a parachute
• Welcome Problems
• “Our” Problem not “Their” Problem
• Big Picture Thinking (“Macro” not “Micro”)
• “Collaboration” not “Competition”
• Proactive not Reactive
• Preventive not Corrective
• Scientific not Haphazard
• Speak with Data
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SAPADAPPA
OVERVIEW
Session 2
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What is Problem Solving
• Problem is a deviation or a GAP from current
state to a standard or a desired state.
• Problem Solving is bridging the GAP.
• It is focused on the past.
• Usually analytical in nature
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What is Decision Making
• Act of making a choice between two or among
more options.
• Focused on the future
• Often creative
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SAPADAPPA Process(from Kepner-Tregoe, using data and information)
(SA) SITUATION ANALYSIS (What’s going on?)
Identifying Priority Concerns
Finding Suitable Method of Analysis
Problem Definition
(PA) PROBLEM ANALYSIS (Why is this happening?)
Finding the True Cause/s of a Problem
Improvement Objective
(DA) DECISION ANALYSIS (Which course of action
to take?)
Choosing the Best Options/Solutions
(PPA) POTENTIAL PROBLEM ANALYSIS (How do
we ensure success?)
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Pursuing Continual
Improvements
Rational Problem Solving Process
Situation Analysis
Problem Analysis
Decision Analysis
Potential Problem Analysis
Problem Definition
Root CausesImprovement Objective
Best Solution/s
Preventive Action
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SITUATION ANALYSIS
Session 3
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Achieving Team Objectives
Quality
Timeliness
Efficiency
Typ
es o
f In
dic
ato
rs
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Achieving Team Objectives
Quality
Timeliness
Efficiency
Typ
es o
f In
dic
ato
rs
Refers to the
characteristics of
the service/product
valued by the client
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Achieving Team Objectives
Quality
Timeliness
Efficiency
Typ
es o
f In
dic
ato
rs
Refers to the
volume produced
within a given
timeframe
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Achieving Team Objectives
Quality
Timeliness
Efficiency
Typ
es o
f In
dic
ato
rs
Refers to the need
to deliver within a
timeframe or by a
specified deadline
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Achieving Team Objectives
Specific
Measurable
Aligned
Realistic
Time-bounded
Quality
Timeliness
Efficiency
Typ
es o
f In
dic
ato
rs
Effe
ctive
In
dic
ato
rs
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Achieving Team ObjectivesC
on
tro
llin
g P
ro
ce
ss
Monitor Performance
Set Performance Standards
Celebrate Success/ Solve Problems
Control Tools
• Budgets
• Monitoring Sheet
• Performance Reports
• Personal Observations
Samuel C. Certo,
Supervision p. 156-165
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SITUATION ANALYSIS
• Describe What is Happening
• If you have measures and monitoring systems,
compare your current performance versus your
targets and goals.
• A Problem Statement can be easily crafted.
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SITUATION ANALYSIS
May start with a listing of Concerns.
CONCERNS- a situation needing action or
attention, often described as a “worry area”
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Possible Areas of CONCERNS
• Behavioral
• Operational
• Customer Related
• Process and Systems Related
• Goal Related
• Policy Related
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Steps in Situation Analysis
SPECIFY CONCERNS
SET PRIORITIESDETERMINE
HOW TO ANALYZE
Brainstorming
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Brainstorming
• A way of using a group of
people to quickly generate,
clarify and evaluate a
sizable list of ideas.
• Encourages equal
participation and
generates feeling of
importance by all
members.
• Builds consensus and
agreement.
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Brainstorming
Phases of Brainstorming
1. GENERATION Phase
2. CLARIFICATION Phase
3. EVALUATION PHASE
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GENERATION PHASE
1. Team Leader clearly states the specific topic for
brainstorming.
2. The Team Leader reviews the Rules for
brainstorming with team members.
3. A Secretary lists all the ideas on a flipchart.
4. The generation of ideas begins and continues
until all ideas have been exhausted.
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GENERATION PHASE
Rules in Brainstorming
• Decide on the flow of idea sharing (clockwise or
counterclockwise)
• Each Member present one idea at a time
• Prevent and refrain from criticizing or discussing
ideas during the Generation Phase
• “Build” on the ideas of others
• Say “Pass” when you don’t have any idea to
contribute.
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CLARIFICATION PHASE
• The Team reviews the list to make sure that
everyone understands all items.
• The Team eliminates duplication.
Rule:
Do not discuss ideas, discussion will take place
during evaluation phase.
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The Team reviews and discusses the list to
eliminate inappropriate or undesirable answers.
EVALUATION PHASE
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Brainstorming Activity #1
• Working with your table group, appoint a Team
Leader and a Secretary. Following the Rules of
Brainstorming, generate as much ideas as you
can as a Group given the topic to be assigned.
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Brainstorming Activity #1
• From the list of ideas generated, eliminate
duplications and group similar ideas.
• Discuss remaining ideas and decide whether
appropriate or desirable.
• Submit the 3 most creative ideas.
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Brainstorming Exercise #2
• Brainstorm on most pressing concerns in your
workplace or Team.
• List at least 10 concerns and select the top 3.
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Steps in Situation Analysis
SPECIFY CONCERNS
SET PRIORITIESDETERMINE
HOW TO ANALYZE
Brainstorming Priority Matrix
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PRIORITY MATRIX
#1 SERIOUSNESS or
IMPACT
Is the problem big in “scope”?
Will it get worse if no action is
taken? How and why? Is it an
isolated incident or is there a
TREND?
What is its impact to my Goals
or Performance? Is there
financial impact? Are there
resources wasted?
Does it need my attention now?
Is there a DEADLINE? When?
#3 GROWTH
POTENTIAL
#2 URGENCY
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Priority Matrix (SUG Matrix)
PROBLEMS/CONCERNS/
ISSUES
SERIOUSNESS/IMPORTANCE
RATING
URGENCYRATING
GROWTHPOTENTIAL
RATING
OVERALLRATING
1 - 5 1 - 5 1 - 5
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Exercise on Prioritization
Using the
Priority Matrix,
determine the top concern
among the top 3 concerns you identified.
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Steps in Situation Analysis
SPECIFY CONCERNS
SET PRIORITIESDETERMINE
HOW TO ANALYZE
Brainstorming Priority Matrix FlowchartingMeasurement
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How to Analyze
FLOWCHARTING – A visual picture of the
situation
MEASUREMENT - Quantification of observations
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Flowcharting
• A type of diagram that represents a workflow
that helps visualize what is going on and
thereby provides a common understanding of
the process within the organization.
• Also shows flaws, bottlenecks and other
features of the process that are less obvious.
• Used in analyzing, designing, documenting or
managing a process
• Highlights activity flows and decision points
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Flowcharting Symbols
START
Terminal point indicating the Start and End of a process
Document
Activity
Decision
Connector
APPT
Ok?
TASK 1
TASK 2
TASK 3
A
N
Y
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Group Exercise
Draw the
Flowchart
for the Processing of Appointments
at the Field Office.
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Measurement
• Assigning numbers to incidents and
observations related to identified problem/
process.
• Without measurement, we will not know where
we are right now and how much to improve.
• We gather data so we can….- Speak with facts and be objective
- Quantify current situation as well as future changes
- Explain the problem clearly to others
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Measurement Tools
Bar Graph/Chart – provides a visual representation of
categorical data, such as: months, age groups,
geographic area, etc. These categories are usually
qualitative. In a column bar chart, the categories
appear along the horizontal axis and the value of each
category is shown as the height of the bar.
Example:
0
2
4
6
Category 1 Category 2 Category 3 Category 4
Chart Title
Series 1 Series 2 Series 3
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Measurement Tools
Check Sheet – a form (or document) used to collect
data in real time at the location where data is
generated. The data it captures can be quantitative or
qualitative. When the information is quantitative, the
check sheet is sometimes called the tally sheet.
Example:
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Measurement Tools
Histogram- a graphical representation of the distribution
of numerical data.
Example:
0%
20%
40%
60%
80%
100%
1 2 3 4 5 6 7
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Exercise in Measurement
• Given the top concern you identified, what data
should you gather to help you analyze the
situation?
• How will you graphically show the gathered
information?
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PROBLEM DEFINITION
• Stating the Problem correctly is half of the
solution.
• A Problem is a deviation from a standard or
from an expected outcome.
• Be specific in your description, including what is
happening, where, how and with whom.
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Sample
Problem Statements
Only 70% of the total 1,009 customers were served
within the standard transaction time in Service
Application from January 2015 to December 2015 at
RO__, which is below the target of 80%.
Average Satisfaction Rating of RO__ is 85% in 2015,
which is below the goal of 93%.
Only 73% or 207 out of 285 cases ripe for resolution
were resolved within 40 days by RO__. (Desired
performance is 95%.)
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Problem Definition Exercise
From your reports or from the
Situation Analysis exercise, craft the
Problem Statement
with all the elements as discussed.
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PROBLEM ANALYSIS
Session 4
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Steps in Problem Analysis
1. Identify and specify the problem.
2. List all causes contributing to the problem (Fishbone
Diagram)
3. Determine Most Probable Root Causes (Group
consensus)
4. Measure contribution of causes to the problem,
determine percentage contribution (Pareto Diagram)
5. Identify broad solutions and estimate its contribution
6. Craft Objective Statement
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Tools in Problem Analysis
Fishbone or Cause and Effect Diagram
• Help visually display the many potential causes for a
specific problem
• 5 Whys Technique
Manufacturing (6Ms)
• Manpower
• Machinery
• Materials
Service Industries (4Ps)
• Policies
• Procedures
• People
• Place (Environment)
• Method
• Measurement
• Mother Nature
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Tools in Problem Analysis
Policies People
PlaceProcedures
Cause 1.1
Cause 1.2
Cause 1.3
Cause 2.1
Cause 2.2
Cause 2.3
Cause 3.1
Cause 3.2
Cause 3.3
Cause 4.1
Cause 4.2
Cause 4.3
Problem
Fishbone or Cause and Effect Diagram
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Tools in Problem Analysis
Policies People
PlaceProcedures
No mgt. support Lack of Training
Not enough personnel
Inadequate pay
No standards
Unclear assignments
Dim lights
Cramped areaFlawed communication
Low
Cust. Sat
Complicated procedures
Fishbone or Cause and Effect Diagram
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Tools in Problem Analysis
Fishbone Diagram Exercise
• Given your Problem Statement, draw the Cause
and Effect Diagram or the Fishbone Diagram.
• List all possible Root Causes using the
Brainstorming Technique.
• Discuss and decide on the Most Probable Root
Causes using Group consensus.
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Tools in Problem Analysis
Pareto Principle states that 80% of the problems
(outcomes) is caused by 20% of factors (causes).
Vital Few
Input Ouput
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Tools in Problem Analysis
Satisfaction Rating= 75%
Pareto Diagram
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Objective Setting
• If you do something about the training of personnel, you
may eliminate 55% of the cause and improve
satisfaction by 13.75% (55% of 25%)
• If you do something about the pay of personnel, you
may eliminate 24% of the cause and improve
performance by 6% (24% of 25%)
• Expected Improvement if Intervention is 100%
successful = 75% + 13.75% + 6% = 94.75% (Maximum)
• Expected Improvement if only one Intervention
(Training)= 75% + 13.75% = 88.75%
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Examples of
Improvement Objectives
To increase the number of clients served within
standard time from 70% to 87% for the year 2016.
To improve the Satisfaction Rating of clients from
75% in 2015 to 85% by December 2016.
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Objective Statement Exercise
Review OPCR and IPCR and
try to deduce the root causes
and their contribution.
Make an
Objective Statement
to improve performance in one area.
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Pursuing Continual
Improvements
Rational Problem Solving Process
Situation Analysis
Problem Analysis
Decision Analysis
Potential Problem Analysis
Problem Definition
Root CausesImprovement Objective
Best Solution/s
Preventive Action
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IMPROVING ORGANIZATION and
INDIVIDUAL PERFORMANCECourse 5:
Supervisory Development Program
78
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Pursuing Continual
Improvements
Rational Problem Solving Process
Situation Analysis
Problem Analysis
Decision Analysis
Potential Problem Analysis
Problem Definition
Root CausesImprovement Objective
Best Solution/s
Preventive Action
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Improving Organization and Individual
Performance
Sched Content
AM 1 Decision Analysis
AM 2 Potential Problem Analysis
PM 1 SummaryAction Plan
PM 2 IntegrationClosing Ceremonies
Day 2
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DECISION ANALYSIS
Session 5
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Decision Analysis
• The process of arriving at the best solution to
the problem or situation.
• Doing NOTHING in itself is a DECISION.
But make sure it is a conscious choice, and not
the result of neglect or fear.
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Steps in Decision Analysis
• Prepare a decision statement (desired result
and action required), based on the Pareto
Chart
• Define Criteria
• Assign relative weights to each criteria
• Generate alternatives
• Calculate weighted score for each alternative
and identify choice.
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Steps in Decision Analysis
Example
• Decision statement:
Improve Customer Satisfaction by Training Personnel
• Define Criteria:
Cost, Effectiveness, Acceptability
• Assign relative weights:
C-30%, E-50%, A-20%
• Generate alternatives:
OJT, Classroom, Reading
• Calculate weighted score for each alternative and
identify choice.
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Decision Statement:
Improve Customer Satisfaction by
Training Personnel
OPTIONSCOST (30%)
EFFECTIVENESS(50%)
ACCEPTABILITY(20%)
TOTAL SCORE
On The Job Training with Internal Experts
Medium (3) High (5) Medium (3) 4.0
ClassroomTraining with Consultant
High (1) Medium (3) High (5) 2.8
Read Manual
Low (5) Low (1) Low (1) 2.2
1-High Cost5-Low Cost
1-Low Effective5-High Effective
1-Low Accept5-High Accept
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• What if we change the Criteria to:
Cost 20%
Effectiveness 30%
Acceptability 50%
• What if the criteria are only Cost and
Acceptability and they have equal weights?
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Decision Statement:
Improve Customer Satisfaction by
Training Personnel
OPTIONSCOST (20%)
EFFECTIVENESS(30%)
ACCEPTABILITY(50%)
TOTAL SCORE
On The Job Training with Internal Experts
Medium (3) High (5) Medium (3) 3.6
ClassroomTraining with Consultant
High (1) Medium (3) High (5) 3.6
Read Manual Low (5) Low (1) Low (1) 1.8
1-High Cost5-Low Cost
1-Low Effective5-High Effective
1-Low Accept5-High Accept
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Decision Statement:
Improve Customer Satisfaction by
Training Personnel
OPTIONSCOST (50%)
EFFECTIVENESS(0%)
ACCEPTABILITY(50%)
TOTAL SCORE
On The Job Training with Internal Experts
Medium (3) Medium (3) 3.0
ClassroomTraining with Consultant
High (1) High (5) 3.0
Read Manual Low (5) Low (1) 3.0
1-High Cost5-Low Cost
1-Low Effective5-High Effective
1-Low Accept5-High Accept
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Decision Analysis Exercise
Make an Analysis Matrix for any of the following
decisions and select your best option:
- Choosing a Partner in life
- Buying a House
- Buying a Car
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Decision Analysis Tool
Decision Tree
• A diagram used to determine a course of action
or show statistical probability. Each option is
mutually exclusive from each other.
• Commonly used in Operations Research,
specifically in decision analysis, to help identify
a strategy most likely to reach a goal.
• Common elements- Options, Uncertainties and
Outcomes
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Decision Analysis Tool
Overtime of 2 @ 2 hours per day for 2 weeks @P150/hr
Hire Job Orders
Fill up Vacant
Backlog in Processing of Appointments because of lack of personnel
Cost = P6,000.00
Problem: BACKLOG IN PROCESSING OF APPOINTMENTS
Cost = P12,000.00
Cost=P25,000.00/mo
Decision Tree
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Increase Value by 30%
Decrease Value by 10%
40%
60%
Decision Analysis Tool
Buy Stocks
Save in Bank
Lend to a friend
Invest P100,000
Interest =2% pa
Interest=10% pa
Will pay you back
Will default
80%
20%
Decision Tree
(P100,000 x 1.30) x .60 = P78,000(P100,000 x .90) x .40 = P36,000Estimated Monetary Value=P114,000 (14%)
(P100,000 x 1.10)x.80=P88,000(P1,000 x 0)x .20= P0EMV = P88,000 (-12%)
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POTENTIAL PROBLEM
ANALYSIS
Session 6
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Potential Problem Analysis
• Ensuring effective solution implementation by
identifying preventive measures to potential
problems.
• For each solution steps to be implemented,
identify potential problems and develop
countermeasures for each.
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Potential Problem Matrix
SOLUTION STEPS POTENTIAL PROBLEMS COUNTERMEASURES
Overtime of 2 @ 2 hours per day for 2 weeks
Employees will be tired and next day’s work will suffer
Rotate OT to different people everyday
Hire Job Orders May take time to train, output not at par with regular employee’s work
Fill up vacant (Permanent)
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Potential Problem Matrix
SOLUTION STEPS in INVESTING in STOCKS POTENTIAL PROBLEMS COUNTERMEASURES
Lodge order with Broker specifying number and price of stock
Broker may fail to lodge the order on time.
Go online and do it yourself.Engage only Broker with proven performance.
Monitor performance of stocks and get dividends
Stock market crashes Invest only the amount of money you can afford to lose without going broke.
Sell the stocks when it reaches your targetprice
There is an emergency situation and you need to pull out before the target price is reached.
Have separate funds for emergencies and investments.
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Potential Problem Analysis
Exercise
Determine
Potential Problems
for Selected Option in your previous exercise-
Selecting a Lifetime Partner,
Buying a House or Buying a Car.
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SUMMARY
Session 7
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SAPADAPPA Process(from Kepner-Tregoe, using data and information)
(SA) SITUATION ANALYSIS (What’s going on?)
Identifying Priority Concerns
Finding Suitable Method of Analysis
Problem Definition
(PA) PROBLEM ANALYSIS (Why is this happening?)
Finding the True Cause/s of a Problem
Improvement Objective
(DA) DECISION ANALYSIS (Which course of action
to take?)
Choosing the Best Options/Solutions
(PPA) POTENTIAL PROBLEM ANALYSIS (How do
we ensure success?)
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10 Tools of Problem Solving and
Decision Making
• Brainstorming
• Priority Matrix (SUG)
• Flowchart
• Bar Graph
• Check Sheet
• Histogram
• Fishbone Diagram
• Pareto Diagram
• Decision Analysis Matrix
• Decision Tree
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Pursuing Continual
Improvements
Rational Problem Solving Process
Situation Analysis
Problem Analysis
Decision Analysis
Potential Problem Analysis
Problem Definition
Root CausesImprovement Objective
Best Solution/s
Preventive Action
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Application to Individual
Performance
This Process can also be applied to review
Individual Performance
and identify appropriate interventions.
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ACTION PLAN
Session 8
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Reflection
• What kind of Performance data in the past
helped you to support your staff?
• What information do you wish to see in the
Reports?
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ACTION PLAN SITUATION ANALYSIS• Brainstorm on Concerns of your organization
• Gather data on a specific concern
• Flowchart a Process
• Come up with Problem Statement
PROBLEM ANALYSIS• Draw Fishbone Diagram
• Draw Pareto Diagram
• Come up with Objective Statement
DECISION ANALYSIS• Develop Criteria Matrix
• Develop Decision Tree
POTENTIAL PROBLEM ANALYSIS• Develop Matrix of Potential Problem/s and Counter measure/s
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Review of Objectives
Session 9
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Improving Team and Individual
Performance
Sched Content
AM 1 Right MindsetOverview of SAPADAPPA
AM 2 Situation Analysis
PM 1 Situation Analysis
PM 2 Problem Analysis
Day 1
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Improving Team and Individual
Performance
Sched Content
AM 1 Decision Analysis
AM 2 Potential Problem Analysis
PM 1 SummaryAction Plan
PM 2 IntegrationClosing Ceremonies
Day 2
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Improving Organization and
Individual Performance
Performance Objective:
By the end of the course, participants will be able
to identify priority areas for improvement, identify
root causes of a problem, develop improvement
goals, select best options, and develop action
plan.
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Improving Organization and
Individual Performance
Learning Objectives:
• Appreciate the need for Problem Solving and Decision
Making Skills to continually improve Team and Individual
Performance
• Describe the Right Mindset towards Problem Solving
• Differentiate Problem Solving and Decision Making
• Describe the Systematic Approach to Solving Problems
and Decision Making using the SAPADAPPA
methodology
• Use 10 tools in Problem Solving and Decision Making
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Nokia
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Post-Course Assessment
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INTEGRATION
Session 10
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EFFECTIVE SUPERVISION
Achieving leadership effectiveness
Aligning people and organizations
Developing and enabling people
Empowering and engaging people
Improving team and individual performance
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Supervisory Development Program
1 Achieving Leadership Effectiveness
2 Aligning Organizations and People
3 Developing Organizations and People
4 Empowering and Engaging People
5 Improving Organization and Individual Performance
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