1.5 - About University

7.2 A GENERAL P ROBLEM-S OLVINGM ODEL FOR L EADERSInspired by the Xerox Problem-Solving Process, Charles Kepner, and Ben Tregoe.Having a general problem-solving process or framework provides leaders with a way to beginunderstanding and managing a wide range of problems, decisions, or concerns. Here you willfind just that—a general process that allows you to begin working a problem from a range ofstarting points (e.g., potential causes, potential solutions).What isKeepingneeded toProblem-solving Key question Pushing toward complexity under proceed to thestep to be answered complexity control next step1. Select and definethe concern orproblem.2. Analyze theproblem forcause(s).3. Generatepotentialsolutions.4. Decide on a bestsolution.Of all the thingscompeting for yourattention, which willyou deal with at thistime?What is causing theshortfall between whatis and what shouldbe?What are the optionsfor dealing with thecause(s) of theproblem?What is the bestalternative to solve theproblem?Many problems arelikely pressing foryour attention. Peoplebecome vested in,and emotional about,their version of theconcern.There is lots of datato consider, withmany potential andunknown causes.People may be vestedin a particular way ofunderstanding theproblem.There may be manyideas about how tosolve the problem.People may be vestedin a particularsolution.There may be a broadrange of criteria fordefining an effectivesolution. Eachsolution has correspondingbenefits andrisks.Use a priority-settingprocess. Getagreement on theproblem statement(i.e., how the problemis framed).[☛ 7.1 ProblemFraming][☛ 10.11 PrioritySetting]Use a systematicprocess for handlingthe data and forfinding cause(s).[☛ 7.3 Finding Cause]Use a systematic wayto list potentialsolutions, along withthe benefits and risksof each solution.[☛ 7.5 DecisionMaking]Get agreement on thecriteria for selecting asolution, along with asystematic method ofapplying thesecriteria.Develop a clearstatement of the gap:What Is versus WhatShould Be.Personal interests mustbe dealt withsufficiently to proceed.The most likelycause(s) are identifiedand verified.A list of agreed-topotential solutions.The best solution isidentified and agreedto. The potentialbenefits and risks ofthis solution aredocumented.204 SECTION 7 TOOLS FOR PROBLEM SOLVING, DECISION MAKING, AND QUALITY