A Critical Thinking Problem Solving Model

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A Critical Thinking Problem Solving Model
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Problem Solving Content Issues

• Description of Problem
• Factors Constructive vs Limiting
• Ownership
• Scope of Problem
• Consequence of Problem
• Alternative Solutions
• Rank Ordered Solutions

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Process Issues in Problem Solving

• Self-awareness of the problem solver
• Motivation of the problem solver
• Decision making involved in selecting solution by
  solver
• Execution of the solution decided upon

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Problem Solving Model
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Components of Problem
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Visceral Components of the Problem

• Size of Problem - costs, risks, losses
• Sensory Input
• Hows it look?
• Hows it sound?
• Hows it taste?
• Hows its smell?
• Hows it feel?

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Personal Components of the Problem

• If on Team other members as problem solvers
  their perspective

• Inside perspective of problem solver of the
  problem

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What is Needed to Improve Problem Solving Process

• Unconditional acceptance non-judgmental
  attitude of fellow problem solvers
• Respect for each participants input
• Freedom to openly express emotional response to
  the problem solutions
• Defined limits boundaries on problem solving
  process

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Encouraging Creativity in Problem Solving

• Create the desire to be creative-a person must
  want it
• Expand Knowledge Skills of language by reading
  more to be creative thinker
• It takes effort to create-genius is 1
  inspiration 99 perspiration-Edison
• Ferment creativity - give it time
• Evaluate validate creative ideas

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Brainstorming

• Set a time frame to be completed
• Be clear what problem you are trying to solve
• All ideas should be heard
• No idea is too wild to be expressed
• Quantity is wanted each idea coming to mind
  should be expressed
• Combining ideas for improvement is highly
  desirable
• Criticism or negative discussion regarding ideas
  is absolutely forbidden

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Starbursting

• Focuses on a topic radiates outward with
  questions
• Here anything goes
• Any questions are legitimate
• More the questions the better
• Begin by asking What are the Questions?

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Problem Solving through Intimate Engagement

• Engagers have a history of success with similar
  problems
• Dismissers had history of failure with similar
  problems-captive of the past
• Rather than dismiss, engage the problem
  intimately by getting into it
• Be willing to take the time to deal with the
  problem

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Problem Solving through Intimate Engagement

• Engagement takes
• Effort to deal with it
• Time to mull it over
• Looking at not averting or looking away

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Rules of Engagement with Problems

• Become sensitive to your own confusion with a
  problem
• Do not permit yourself to be confused-do not
  tolerate confusion
• Use visual imagery to remember facts
• Relate the information to people, animals or
  situations
• Make your visualization vivid, dynamic,
  interactive, unusual

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Reality Testing of Possible Solutions to Problem

• Critical Path Analysis
• Decision Trees
• Force Field Analysis
• PMI Plus Minus Interesting
• SWOT Analysis Strengths, Weaknesses,
  Opportunities, Threats

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Critical Path Analysis

• Calculate length of time to complete project
• List all activities in plan by start date,
  duration, if parallel or sequential
• If dependent on what do they depend
• Graph it out, Plot tasks on graph
• Schedule Activities
• Critical path-longest sequence of dependent
  activities that lead to completion of plan

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Decision Trees

• Start with the decision which needs to be made
  draw a box
• Draw to right possible solutions on lines
• At End of each line if result is uncertain draw
  circle if other decision draw box
• From the other decisions draw lines for options
  which can be taken
• Calculate decision which has greatest worth to
  you and give it a value
• Estimate probability of each uncertainty

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Force Field Analysis

• List all forces for change in one column
• List all forces against change in other
• Assign a score to each force 1(weak)-5(strong)
• Draw diagram showing forces for against and
  size of forces
• Helps weigh importance of factors as to if pursue
  or not the plan

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PMI- Plus/Minus/Interesting

• Plus Column all positive points of taking the
  action
• Negative Column all negative effects
• Interesting Column extended implications of
  taking action, whether positive or negative
• Assign positive or negative scores

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SWOT Analysis

• Strengths advantages, what you do well
• Weaknesses could be improved, done badly, should
  be avoided
• Opportunities good chances, interesting trends
• Threats obstacles, competition, are required
  specifications changing