Rational Problem-Solving Process

Rational Problem-Solving Process

Problem solving, as well as management is a complicated process, because it is a never-ending series of interrelated steps. Decision is important as everything is connected to and comes from it. Solve the problem requires a set of choices and not just a single solution. Therefore, the problem-solving process is a complex one that can be presented through five-stages.

Stages of rational problem-solving:

Diagnose the problem.

The first step in solving the problem is coming up with the definition or diagnosis of the problem, and it should be correct and complete. There are two ways to address the problem. According to the first one, the problem is the situation where the goals are not met. In other words, you will learn about the problem. The problem can be considered as a potential opportunity. For example, actively seeking ways to improve the efficiency of a unit, even if things go well, will be proactive management. In this case, you are aware of the problem, when you realize that something can be done to improve the course of business, or to benefit from possible. By doing so, you are acting as the manager-entrepreneur.

Fully defining the problem is often difficult, because all parts of the organization are interrelated. Marketing manager job, for example, affects the sales manager, research and development department, and any other person in the company. Similarly, laboratory work affects the doctors in the hospital. If the laboratory makes a mistake, the doctor is likely to make it worse, as his decisions are based on laboratory results. In a large organization there may be hundreds of such relationships. So, as they say, to correctly identify the problem is half solving it. As a result, the diagnosis of the problem itself is often the procedure in a few steps with the adoption of an interim award.

The first phase in diagnosing complex problems is awareness and establishing the symptoms of difficulties or opportunities available. Some common symptoms of the disease organizations are low income, sales, productivity and quality, excessive costs, many conflicts in the organization and high staff turnover. Usually, several symptoms are complementary such as Excessive costs and low profits.

Identification of symptoms helps determine the problem in general terms. This also helps reduce the number of factors that should be considered in relation to governance. However, just as a headache can be a symptom of fatigue or brain tumor, a common symptom of the type of low profitability could be due to many factors. Therefore, as a rule, it is advisable to avoid immediate action to eliminate the symptoms, which are prone to some of the leaders. By analogy with the doctor who takes the analysis and study it in order to establish the true cause of the disease, the manager must penetrate deeply into the essence to identify reasons for the ineffectiveness of the organization. The need to properly identify the symptoms and causes of the consultant senior executives of the company cannot be ...