Problem Solving, Decision Making and Critical Thinking

Problem Solving

• A problem is a gap between “ what is” and “what should be”.

• Problem solving is a process whereby a dilemma is identified and corrected.

Problem Solving Methods

• Trial and Error: a method whereby one solution after another is tried until the problem is solved or appears to be improving. Used with lack of experience or time.

• Experimentation: a method whereby a theory is tested to enhance knowledge, understanding or prediction.

Methods

• Experimentation requires time and control. It is used when an idea or activity can be tested and objectively compared in one of two similar groups.

• Purposeful Inaction: a method whereby a problem is allowed to run a natural course. Used for insignificant problems.

Problem Solving Process

• Define the problem descriptively not judgmentally. Work related problems involve manpower, methods, machines, and materials.

• Gather information, in written form, about facts and feelings.

• Analyze the information. Categorize according to reliability, importance, time, cause and effect.

Process

• Develop solutions. Look at cost effectiveness, time, legal and ethical variables. Look at feasibility, risk, and consequences. Rank solutions based on desired outcomes.

• Make a decision: most feasible with least negative consequences.

Process

• Implement remembering that no solution is perfect. Solutions may be unacceptable, neutral, barely acceptable, or fully acceptable.

• Evaluate comparing actual results and benefits. Look at outcomes to ensure that the problem has been solved.

Decision Making

• Problem solving and decision making appear similar and may, in some situations, depend upon one another. Problem solving involves diagnosing a problem in an attempt to eliminate it with decision making being a step in the process. Decision making can and does occur without a problem.

Decision Making

• Decision making is defined as the process of selecting one course of action from several alternatives.

• Decision making and problem solving involve critical thinking which can be described as a complex reasoning and analytical process with both evaluative and affective components.

Decision Making Models

• Normative (Rational) Model: based on logical, rational choices that maximize achievement of the objectives. Results in the “ideal” or optimal decision.

• Optimizing: this is the application of a normative strategy will all possible outcomes and probabilities known.

Decision Making Models

• Descriptive Model: this model emphasizes the limitations of rationality in both the decision maker and situation. The search for alternatives is always limited by time, energy, incomplete information, and lack of control.

• Satisficing: this is the application of the descriptive model.

Decision Making Models

• In a satisficing strategy, a less than ideal alternative is chosen that is good enough ( satisfies ) under existing circumstances to meet minimal standards of acceptance.

• Optimizing techniques, choosing the best of all possible alternatives, should always be the goal in health care decisions.

Group Problem Solving and Decision Making

• Using a group in decision making is dependent upon the type of decision needed.

• Routine decisions refer to well defined, common problems easily solved with existing policies under conditions of certainty.

• Adaptive decisions refer to unusual and poorly understood problems.

Groups and Decisions

• Adaptive decisions are made under conditions of uncertainty and risk.

• Innovative decisions refer to unusual problems calling for creative decisions under conditions of high uncertainty and high risk.

• For adaptive and innovative decisions use group technique.

Groups and Decisions

• Advantages:

• More knowledge

• More information

• More strategies

• More experience

• More diversity

• Disadvantages:

• More time

• More resources

• More conflict

• More risks

• Group Think in cohesive groups with pressure to conform, illusions of unanimity.

Effectiveness of Decisions

• Effectiveness is related to Quality: 1. Input-complete, factual, relevant, objective. 2. Defensibility-how and why explained in writing. 3. Results-highest quality decision is one in which the benefits outweigh the costs.

• Acceptability:an effective decision is supported by the group involved.

Decision Making Tools

• Quantitative Tools such as flow charts, cause and effect or fishbone diagrams, pareto charts, histograms, and various line graphs.

• Qualitative Tools such as brainstorming, nominal group technique, and Delphi technique are used in group decision making.