A Critical Thinking Problem Solving Model

A Critical Thinking Problem Solving Model

Problem Solving Content Issues
Description of Problem
Factors: Constructive vs Limiting
Ownership
Scope of Problem
Consequence of Problem
Alternative Solutions
Rank Ordered Solutions

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

Components of Problem
Visceral Components of the Problem
Size of Problem - costs, risks, losses
Sensory Input
How’s it look?
How’s it sound?
How’s it taste?
How’s its smell?
How’s it feel?
Personal Components of the Problem
Inside perspective of problem solver of the problem

If on Team other members as problem solvers & their perspective
Low self-esteem of problem solver is the hidden component in problem solving which must be addressed to insure productive solutions

What is Needed to Improve Problem Solving Process
Unconditional acceptance & non-judgmental attitude of fellow solvers
Respect for each participant’s input
Freedom to openly express emotional response to the problem & solutions
Defined limits and boundaries on problem solving process

Ways of Encouraging Creativity in Problem Solving
Create the desire to be creative-you 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 and validate creative ideas
Use Brainstorming
Use Starbursting

Rules for 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.

Starbursting
Focuses on a topic and radiates outward with questions
Here anything goes
Any questions are legitimate
More the questions the better
Begin by asking: “What are the Questions?”

Problem Solving through Intimate Engagement
Engager’s have a history of success with similar problems
Dismisser’s 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

Engagement Takes:
Effort to deal with it
Time to mull it over
Looking at and not averting or looking away

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


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
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

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

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

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

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