Download Effective Problem Solving in Groups: A Step-by-Step Guide and more Lecture notes Organizational Development in PDF only on Docsity!
Fact Sheet 97-
EFFECTIVE PROBLEM-SOLVING
TECHNIQUES FOR GROUPS
Marlene K. Rebori Community and Organizational Development Specialist
Every group at one time or another has the task of problem solving (the gap between the current situation and a desired situation). Problem solving is an ongoing process that is an integral part of work and life. One of the reasons groups encounter difficulty in solving problems is that they fail to follow an organized procedure. For working groups to be effective, they should have an agreed- upon procedure for problem solving. Not all problems are equally important and their relative significance should be kept in perspective. Common sense about practicality and priorities are important ingredients in maximizing people's time, energy, and commitment level to solving problems. There are many different versions of problem solving models, but essentially they all contain the following key steps:
Problem Solving Method
- Define the problem -- A good problem definition states the current situation and the desired situation. For example, "customer satisfaction has been rated below the 'acceptable' level", or "less than 5% of the targeted 20% of eligible historic structures are receiving historic preservation status." When defining the problem, the statement should not imply any solutions or causes. The current situation is defined by facts (e.g. customer satisfaction rated poor in the recent mail-out survey, or less than 5% of historic structures receive historic status). Use clear and concise language supported by gathered facts when defining the problem. The desired situation, or what we want to happen, is defined as an objective (e.g. to grant 20% of eligible historic structures preservation status). The desired situation should be stated in clear, concise, concrete language and be both realistic and worthwhile. A primary source of group ineffectiveness is rushing to solutions before properly defining the problem.
- Identify and Define the root causes --To solve problems so they remain solved, the group must identify and define root causes (i.e., reasons for the problem) rather than symptoms (i.e., something that indicates the presence of the problem). A technique to use when considering all possible causes is brainstorming. Brainstorming is a technique that allows a large number of ideas to be generated. Prior to brainstorming, go over the ground rules with group members.
Ground Rules for Brainstorming
- No criticism of an idea is allowed.
- Strive for the longest list possible - "go for quantity."
- Strive for creativity - "wild and crazy ideas are encouraged."
- Build on the ideas of others - "piggyback on ideas presented by the group."
A helpful technique to structure discussion about root causes is the fishbone diagram or the cause and effect diagram. The name "fishbone" comes from what the diagram looks like (figure 1). It is madeup of a horizontal line (the spine) with a box at one end (the head) where the problem is stated. Several angled lines come off the horizontal line forming the ribs of the fish. Each rib will have a probable cause of the problem listed at the end of the rib. Contributors to the cause are usually put on small branches off the rib. If the group has defined the problem statement satisfactorily, the fishbone diagram builds naturally, simply by repeating the question, "what is a potential cause of…?
The best use of a fishbone is when you know that a specific area needs to be analyzed but you are not sure which portion of it is creating the problem. For example, customer satisfaction rated poorly but you are not sure why it was rated so poorly. Once all the root causes have been identified and organized on the fishbone, the group should discuss the potential causes to verify their relevancy and impact to the problem. Some groups may choose to verify potential causes by gathering data or some other form of analysis beyond group discussion.
- Generate Alternative Solutions - Now that the group has identified and defined root causes, brainstorm alternative solutions. The focus of this step is to generate, not evaluate. Usually groups that generate and evaluate together often reduce the number of potentially viable solutions (i.e. when one member suggests a solution, other members offer reasons why it will not work). After the group has exhausted its ideas for alternative solutions, combine aspects of previously generated solutions. Some solutions are likely to integrate the best aspects of various ideas and also are more likely to find consensus in the group.
- Evaluate the Alternatives - Before evaluating alternatives, the group needs to first establish criteria for judging solutions. The criteria should define general characteristics that a solution should have. One way to help members develop criteria is to ask them to complete sentences that naturally lead to identifying criteria. For example, "The solution should be one that...". Criteria should be objective and preferably measurable rather than emotional. Group members should focus only on those criteria that are needed or desired to solve the problem. Unnecessary criterion needlessly reduces the number of potential solutions.
Weighing the solutions against criteria can be done with various degrees of structure. For a highly structured approach, groups can develop a matrix (figure 2) with each of the criteria listed on one axis and each alternative solution on the other. The criteria can be weighted if some are more important than others. For each solution, each member assigns a score to each criterion based on the extent to which that solution meets the criterion. For example, use a scale of one to ten with ten the highest score. Ask team members to assign a value to each solution based on how closely it meets the criterion. Multiply the ratings for each solution by the weight given to each criterion. Add the products for each solution and write the sum in a total score column. The solution with the highest total score is the group's choice.
Figure 2. Matrix for Evaluating Alternative Solutions.
Criteria
Criterion 1 x (weight) Criterion 2 x (weight) Criterion 3 x (weight)
Solutions Ann Al Jo Ann Al Jo Ann Al Jo
Solution
Scores
Solution 1
Solution 2
Solution 3
In a less structured approach, each group member gives an overall score to each alternative without scoring each criterion separately. The score for each alternative is determined by finding the average of the member's scores for that solution.
Depending on the severity of the problem and the quality of solution desired, objectives and approaches for problem solving will vary. For minor problems, a group may focus on quickly reaching a solution as the main objective. Groups concerned with finding a quality solution as the main objective may factor in more time for the problem solving process. To be effective, problem solving must arrive at a solution that gets the job done, efficiently uses the available resources, promotes cooperation, and fosters competence among those faced with solving the problem.
Problem solving is an ongoing process that is an integral part of everyday life either at home or at work. A problem must first be felt, understood, and alternative choices created before effective groups can consider its solution, implement the decision, and evaluate how well the solution is working.
References
Lippincott, Sharon. 1994. Meetings: Do's, Don'ts and Donuts. The Complete Handbook for Successful Meetings. Lighthouse Point Press. 203pp.
Moore, Carl. 1990. Group Techniques for Idea Building. Applied Social Research Methods Series Volume 9. Sage Publications. 143pp.
Schwarz, Roger. 1994. The Skilled Facilitator. Practical Wisdom for Developing Effective Groups. Jossey-Bass Publishers. 314pp.
Tagliere, Daniel. 1993. How to Meet, Think, and Work to Consensus. Pfeiffer and Company. 142pp.
Tjosvald, Dean. 1986. Working Together to Get Things Done: Managing For Organizational Productivity. Lexington Books. 207pp.
Vrooman, Rona. 1994. Group Process Tools. INFO-LINE Issue Number 9407. Practical Guidelines for Training and Development Professionals. American Society for Training and Devlopment. 15pp.
UNIVERSITY OF NEVADA RENO
The University of Nevada, Reno is an Equal Opportunity/Affirmative Action employer and does not discriminate on the basis of race, color, religion, sex, age, creed, national origin, veteran status, physical or mental disability, or sexual orientation, in any program or activity it operates. The University of Nevada employs only United States citizens and those aliens lawfully authorized to work in the United States.
