Fogler

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Defining the **REAL** problem

Greatest challenge when solving problems

Heuristic

Uniform, systematic approach for a solution process that can deal with any problem

McMaster 5-Point Strategy

1\. D: Define problem

2\. E: Explore/Generate solutions

3\. P: Plan/Decide course of action

4\. A: Act/Implement solution

5\. R: Reflect/Evaluate solution

Stephen Covey’s 7 Habits of Highly Effective People

1\. P- **Proactive**

2\. E- Begin with **end** in mind

3\. F- Put **first** things first

4\. W- Think **win/win**

5\. U- Seek first to **understand**, then be understood

6\. S- **Synergize**

7\. R- Practice **renewal**

4 Dimensions of Nature

1\. P- Physical

2\. M- Mental

3\. S- Spiritual

4\. S- Social/Emotional

7 Actions for Successful Career

1\. E- Enjoy

2\. L- Learn

3\. C- Communicate

4\. W- Work hard

5\. E- Evolve

6\. P- Plan

7\. S- Share

Vision

Ability to see the way things will be in the future

Paradigm

Model based on rules that define a set of concepts or thought patterns

3 Characteristics of Paradigm Pioneers

1\. I- Intuition

2\. C- Courage

3\. P- Perseverance

Vision without action

Dream

Action without vision

Passes time

Vision with action

Changes the world

Tuckman’s 5 Stage Model of Team Development

1\. F- Forming

2\. S- Storming

3\. N- Norming

4\. P- Performing

5\. A- Adjourning

Controversy

Positive contributor to creative process, but must be focused to prevent challenges within teams

6 Steps of Conflict Resolution

1\. D- Describe interests and wants

2\. S- Share feelings

3\. S- Share underlying reasons for opinion

4\. U- Understand other’s POV

5\. G- Generate Options for mutual gain

Critical Thinking

Process to recognize underlying assumptions, questions, and solutions

5 Skills For Effective Problem Solving

1\. SCR- Structure Critical Reasoning

2\. SQ- Socratic questioning

3\. List major assumptions

4\. Evaluate assumptions & evidence

5\. Identify fallacies in logic

Reasons-internal Evaluations

Based on mostly feelings, experience, and observations

Evidence-external Evaluations

Based on factors, data, laws, case examples, research findings

Straw Man/Person

Over-simplifying an argument (setting up a straw man to make it easier to refute) with a superficially similar stance

False Dilemma

Asserting that complex issues only have two mutually exclusive outcomes (extreme stances)

Hasty Generalization

Drawing expansive conclusions based on inadequate evidence

Ad Hominem

Attacking someone’s traits or irrelevant characteristics rather than the argument itself

Slippery Slope

Claiming one event or action will lead to another, more extreme event or action (ex. typical Asian parents)

6 Types of Socratic Questioning

1\. C- Clarifying questions

2\. A- Questions that probe assumptions

3\. R- Questions that probe reasoning and evidence

4\. P- Questions about viewpoints and perspectives

5\. I- Questions that probe implications and consequences

6\. Q- Questions about the question

Rubenfield and Scheffer’s 7 Types of Critical Thinking Actions

1\. P- Predicting

2\. A- Analyzing

3\. I- Information seeking

4\. S- Applying standards

5\. D - Discriminating differences

6\. T- Transforming knowledge

7\. L- Logical reasoning

4 Steps for Defining the Problem

1\. C- Collect information

2\. T- Talk with people familiar with problem

3\. F- See problem firsthand

4\. C- Confirm findings

Duncker Diagram

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Functional Solution

Describes what to do to go from present to achieved/not achieved state

Specific Solution

Describes how to implement functional solution

Statement-Restatement Technique

Rephrasing fuzzy problem statement

1\. Place emphasis on different words

2\. Substitute a word’s definition for that word

3\. Make an opposite statement

4\. Change “every” to “some” and “sometimes” to “never”

5\. Replace persuasive words

6\. Express words as pictures or equations

Kepner-Tregoe Analysis

Isolates who, what, when, where, and how aspects of an event to keep focus on elements that have an impact on the event an eliminating elements that do not

Conceptual Blocks

Prevents problem solvers from correctly perceiving problem

Perceptual Block

Prevents from perceiving problem/info needed to solve it (Ex. stereotyping, 9-dot problem, info overload)

Emotional Block

Decreases freedom to explore/think/communicate (ex. fear of risk taking, avoiding chaos, judging)

Cultural Block

Acquired by exposure to a given set of cultural patterns

Environmental Block

Imposed by immediate social and physical environment (ex. Working in pleasant atmosphere increases productivity)

Intellectual Blocks

Result of inflexible or inadequate uses of problem-solving strategies/lacking skills

Expressive Blocks

Inability to communicate ideas to others in verbal or written form

Brainstorming

spontaneous contribution of creative ideas requiring intensive freewheeling discussion

Free Association

Spontaneously suggesting ideas without constraint or apparent connection

Vertical Thinking

Piggybacking ideas or looking at different parts of problem to make new ideas

Lateral Thinking

Using ideas not related to previous ideas and viewing problem in new light

SCAMPER

Substitute

Combine

Adapt

Modify

Put to another use

Eliminate

Reverse

Random Stimulation

Technique useful for getting out of a rut by generating totally different ideas

Futuring

Blockbusting technique to make solutions that can be practical in the future

Cross-Fertilization

Uses unique knowledge & skill sets from people with different backgrounds to solve problems

4 Steps of TRIZ

1\. Define specific problem

2\. Find TRIZ General Problems that match specific problem3. 3. Identify which general solution best applies to specific problem

4\. Apply general solution to specific problem

KT Problem Analysis

Used when finding the cause of the problem (ex. to get dog off leg)

KT Decision Analysis

Used to figure out what to do about a problem and choose among decisions (ex. figure out what is wrong with car)

KT Potential Problem Analysis

Used when analyzing potential problems to ensure success of decision and prevent future problems (ex. protect signed documents and avoid tornado)