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Problem Solving / Decision Making

Problem Solving / Decision Making. Kepner-Tregoe The New Rational Manager Chapter 3. Chapter 3 Contents. Acquiring the Habit of Problem Solving PA Questioning at the Mgmt Level Abbreviated Use of PA When Actual has Never met Expected PA by a Team. PA Questioning at the Mgmt Level.

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Problem Solving / Decision Making

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  1. Problem Solving /Decision Making Kepner-Tregoe The New Rational Manager Chapter 3

  2. Chapter 3 Contents • Acquiring the Habit of Problem Solving • PA Questioning at the Mgmt Level • Abbreviated Use of PA • When Actual has Never met Expected • PA by a Team

  3. PA Questioning at the Mgmt Level • “managers who become directly involved in problem solving are subject to criticism for failing to set priorities on their own time or to delegate appropriately - in short, for failing to manage their operations. Managers do not need all the right answers….[they need] willingness to ask the right questions.”

  4. Examples • Shrinking Bank Accounts • Rejected Circuits

  5. Abbreviated Use of PA • “there is no particular virtue attached to slavish adherence to every step in the entire process” • “brief, informal use of the ideas can reveal the cause of the problem” • “experience makes people more adept at singling out fragments…that apply”

  6. Examples • Trouble Aboard Apollo XIII • Plugged Spray Nozzles • Spoiled Cattle Feed

  7. When Actual has Never met Expected • Is the SHOULD realistic? • has it ever been attained, anywhere, by anyone? • who says it is the SHOULD?

  8. Examples • The “On-Time” Misunderstanding • The $27 Solution

  9. PA by a Team • Using the common language of the process to communicate and share information

  10. Examples • Poor Sales of the Model A • Failing Pumps • Imminent Strike • NASA Contract Dispute

  11. Conclusion • “ the process has gained an impressive reputation as a communications device because of its common language for problem solving and because it can be used by a team of people with various technical backgrounds, experiences, and outlooks”

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