dealing with problem complexity brain storming steps to deal with problem

1. Mubaraka Nazir
17581556-037
BS(Information Technology)
“Do not put a Band aid - try to
solve the root of the problem”

2.  According to Psychology
Problem is described as a situation wherein one is required to accomplish a goal
and the resolution is not clear. Consequently, a person finds it difficult to create
steps to achieve the target goal.
 Dealing with problem Complexity
The term problem-solving refers to the mental process that people go through to
discover, analyze, and solve problems.In cognitive problem solving proccess
include:
 The discovery of the problem
 The decision to tackle the issue
 Understanding the problem
 Researching the available options
 Taking actions to achieve your goals

3.  Understanding the problem
 Brainstorming
 Picking the best Strategy
 Deploying the Solution

4.  Perceptually recognizing a problem
 Representing the problem in memory
 Considering relevant information that applies to the current problem
 Identify different aspects of the problem
 Labeling and describing the problem

5.  Initial step to identify and define the problem.
 Unless and until you can identify what you’re dealing with, you can never gain an
edge. Getting access to the detailed image is of great importance.
 When you define the problem, you simply get your hands on what’s actually
wrong! You can begin by extracting the principal segments of the challenge. Also,
take assumptions, data as well as hypothesis into consideration.
Criteria to evaluate the problem:
 Importance
 Urgency
 Tendency

6.  Generation of new ideas and the solving of problems.
 It’s often done in groups but can also be achieved by individuals.
 Alex Osborn, frequently referred to as the person who ‘invented’ brainstorming, came up
with an approach in his 1953 book Applied Imagination.
Rules for brainstorming
 There are no dumb ideas. Period
 Don't criticize other people's ideas.
 Build on other people's ideas.
 Reverse the thought of “quality over quantity.”
 Here we want quantity; the more creative ideas the better.
Types of Brainstorming
 Structured Brainstorming
 Unstructured Brainstorming
 Salient Brainstorming

7.  Once survey about the problem complete and end up with some considerable
options to solve it, then next stage is decision making.
 It is one of the most importance to consider all the options and then pick the one
which can offer a win-win.
 People who restrict themselves to a single technique or option very quickly don’t
become great problem solvers.
 Once you’re sure of a strategy, you can move to the next stage.

8.  Implementation and deploying a potential solution is a crucial step.
 By the passage of the time models can be change.
 You should draw the action plan in such a manner in which proposed solution
easily welcomed.
 Otherwise, there can be a negative shift as well.
 You must understand that implementing the right solution is the key to increase
the productivity of any individual as well as an organization.

9.  People with high problem-solving ability often take a detailed view of the involved
issues.
 Further, they jot down all the possible potential factors which can further get in
the way of a proposed solution.
 When you list every obstacle, you certainly decrease the possibility of backfiring
due to the newly implemented solution.
 Hence, a higher degree of success can be attained when problems are managed in
a more comprehensive manner.

10.  Most of the time the real gold opportunities are often wrapped up inside simpler
challenges.
 The problem you’re dealing with might just look bigger to handle.
 If you shift your perspective, you might find it simple to crack.
 You should understand that people who are efficient problem solvers are also
great opportunists.
 It is highly advised to assess all the external factors, you never know when you
get your hands on something valuable.
 It is also possible that in your pursuit of finding opportunities, you may discover a
whole new and exciting business model.
 Thus, problem fix should be in such a manner that the future doesn’t get
blemished.

11.  It’s the technique which involves deconstructing the problem and carefully
analyzing how and why it developed in the first place.
 For instance, a finished product giving problems can be broken down into its silos
and can be worked backwards all the way to the whiteboard.
 In a similar fashion, we can reverse engineer the problems we face every day. If
you have a challenge in front of you, you can start deconstructing it!
 Find the right answers like who are the players?
 What is required for this problem to happen?
 What are the circumstances and how they all-together create this
problem?

12.  Always keep your eyes and ears open to the possibilities.
 There might be a case where the actual problem is pretty different to the problem
you think you are having.
 There can be a considerable probability that the cause of the problem is
something else than what you’re thinking.
 Also, it is possible that the best solution might not be able to overthrow your
problem and takes your organization in a different direction.
 It is okay to accept that your beliefs can be wrong.
 Thus, staying open-minded, exploring different angles of the same problem and
listening to others are highly advised sub-techniques.

13.  It would be evident to mention that when we are stuck on a problem, our mind
has a tendency to stick to the same.
 This can be cumbersome for you, you might end up missing the things that were
obvious to the problem.
 In short, one can easily hung-up to a particular set of thinking while completely
missing the alternative thought process.
 Now, it is advised to explain your problem to another person. Not only this will
provide a fresh set of eyes to your problem, you might end-up exploring the
unexplored.
 You might be personally attached to the problem, but someone who’s not attached
to the same might give you an unbiased view.
 Respect different points of view and never feel shy to ask for help.

14.  When you start solving a problem you should scrutinize on the fact that whether
the information you’re receiving is trustworthy and accountable or not.
 The information can be relevant as well as irrelevant to the issue at hand.
 When you trust on irrelevant data, faulty solutions are produced. More complex
the problem, the easier it is to drift away and be misled by the pool of information.

15.  Functional fixedness is a type of cognitive bias that involves a tendency to see
objects as only working in a particular way.
 This term refers to the tendency to view problems only in their customary manner.
 Functional fixedness prevents people from fully seeing all of the different options
that might be available to find a solution.

16.  This is another obstacle which involved people making use of solutions which have worked
in the past.
 Your problem-solving endeavor might be an arrow in the dark, but don’t let the possibility
of failure limit your creativity and potential.
 When you’re confined to an already proven set of a solution, you make your brain inflexible.
 Always remember that no two problems have the same solution.

17.  Failure to recognize the problem
 Convincing the problem too narrowly
 Making a hasty choice
 Failure to consider the feasibility of the solution
 Failure to define that what you did that was responsible for your success
 Teams attitude like complacency ridiculing other ideas, fear of the change and lack of the
trust. “Attitude kills the creative ideas”