Management Question

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Hi, Please find attached Assignment 2, the case study, and the slides of MGT312. Do the needful as per the instructions on the cover page. I want the references to be more than 5 and to be scientific articles. Thank you.

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‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Decision Making and Problem Solving (MGT 312)
Due Date: End of week 11, 11/11/2023 @ 23:59
Course Name: Decision Making and Problem Student’s Name:
Solving
Course Code: MGT312
Student’s ID Number:
Semester: First semester
CRN: 14054
Academic Year:2023-24; FIRST SEMESTER
For Instructor’s Use only
Instructor’s Name: Dr. Sager Alharthi
Students’ Grade:
/ 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
The Assignment must be submitted only in WORD format via allocated folder.
•
Assignments submitted through email will not be accepted.
•
Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation.
•
Students must mention question number clearly in their answer.
•
Late submission will NOT be accepted.
•
Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
•
All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe decision making process for complex issues pertaining to business
environment both internally and externally. (C.L.O :1.1)
2. Define different perspectives and concepts of problem solving in diverse contexts
and business situations. (C.L.O :1.2)
3. Demonstrate decision tools and employ appropriate analytical business models to
break down complex issues. (C.L.O :2.2)
Assignment Instructions for Part-I:
• Log in to Saudi Digital Library (SDL) via University’s website
• On the first page of SDL, choose “English Databases”
• From the list find and click on EBSCO database.
• In the search bar of EBSCO find the following article:
Title:
“Case Study: When the CEO Dies, What Comes First: His Company
or His Family?”
Author:
by C. Maria Rex Sugirtha
Date of Publication:
September 1, 2023
Published:
Harvard Business Review
Assignment Question(s):
(Marks 10)
Read the case study titled as “Case Study: When the CEO Dies, What Comes First:
His Company or His Family?” by C. Maria Rex Sugirtha published in Harvard
Business Review, and answer the following Questions:
1. Identify the main problem and subproblems of the case?
[Mark 2]
2. Identify the causes of problem based on the following techniques?
A. Cause of the problem- 5 Why Technique
a. Why-1
b. Why-2
c. Why-3
d. Why-4
[Marks 3]
e. Why-5
B. Develop a Cause-and-Effect Diagram
3. Develop a mind map for decision making,
[2 Marks]
4. Write all the alternative choices of your decision.
[Mark 1]
5. Make a decision and write the conclusion.
[Marks 2]
Answers
1. Answer2. Answer3. Answer4. Answer5. Answer-
Case Study
When the CEO Dies,
What Comes First:
His Company or His
Family?
by C. Maria Rex Sugirtha
HBR’s fictionalized case studies pres­ent problems faced
by leaders in real companies and offer solutions from
experts. This one is based on the Xavier Institute of Business
Administration Case Study “The Turnaround of Café Coffee
Day,” by C. Maria Rex Sugirtha, which is available on SSRN.com.
144
Harvard Business Review
September–October 2023
I N THE B OARD RO OM , Priya
Gowda greeted four men in
suits—the creditors of her
husband, Partha, who had died
suddenly of a heart attack 10
days earlier. She felt numb and
exhausted—but also strangely
reassured by the setting. The past
week 1 had been spent dealing
with the funeral home, lawyers,
the media, and grieving family
members. She had barely slept or
eaten. But here, in the headquarters of Splendid Ice Cream, the
business she’d watched Partha
build from a small dairy farm into
a major Indian conglomerate, she
felt his energy animating her.
As sole heir to his majority
stake in the private company,
Priya was now its de facto CEO
and chairperson, responsible for
a diverse portfolio that included
hotels, real estate, and venture
capital investments as well as
dairies and ice-cream shops.
However, she’d learned only the
day before from Splendid’s lead
accountant that the company
was in a precarious financial
position owing to huge debts her
late husband had hidden from
his investors and from her. Over
the past year he’d been taking out
short-term, high-interest loans in
the form of debentures to pay off
Illustrations by ANUJ SHRESTHA
EXPERIENCE
long-term debt. Stress over the
firm’s finances had contributed to
his death, she suspected.
“Thank you all for coming
today,” Priya ventured cautiously.
“I wish we were visiting under
different circumstances,” replied
Vijay Gupta, the president of a
local bank. “We were all shocked
by Mr. Gowda’s death. 2 He was a
visionary entrepreneur. He was
also our friend and partner. But
he left behind a lot of debt, which
is why we’re here today.”
Priya opened the document
the creditors had prepared.
She had seen the figures the
day before, but they were still
shocking. While Splendid’s core
ice-cream business had been
growing steadily and profitably,
thanks to young urban Indian
consumers with global tastes and
disposable income, the broader
company now encompassed
more than 40 subsidiaries,
many of which were in the red.
Partha had clearly been trying to
channel funds from his cash cow
into unrelated ventures, but he’d
taken on excess leverage, and the
company now faced a liquidity
crisis and was struggling to find
the money to cover high interest
payments, taxes, and legal fees.
It had a net debt to EBITDA
ratio of seven—well above the
four considered a threshold for
concern. And loans worth more
than 40 million rupees would
soon come due.
“Priya, I’m sorry to be the one
to tell you this, but we must face
the music,” Vijay said. “You need
to find new sources of capital,
sell Splendid to a buyer willing to
take on the debt, or liquidate the
business.”
Coming into the meeting,
Priya hadn’t been sure what she
wanted to do. So it surprised
her when she blurted out, “No.
I’m not willing to give up my
husband’s legacy. I can save
this company. If you push me to
liquidate it, you’ll get pennies on
the dollar. Give me time, and I’ll
pay off 85% of the debt. All I ask is
that you freeze interest payments
for 24 months.”
Vijay leaned back. “Would
you give us a few moments?” he
asked. Priya nodded but didn’t
budge. This was Splendid’s boardroom—she had no intention
of vacating it. Vijay smiled and
signaled to the other executives
that they should leave the room
with him. A few moments later
the group returned. “We agree
in principle,” said Vijay. “We just
ask to see your plan in writing
and that you keep us regularly
updated on your prog­ress.”
After showing the men out,
Priya sat down at the conference
table. She felt a steely resolve
building inside her. Opening
her laptop, she began typing her
first memo to Splendid’s 25,000
employees as their leader.3
“Dear colleagues,” she wrote.
“Splendid has a legacy worth
preserving….”
THE FAMILY’S PLEA
After all the heartache, today
was to be a happy day. Three
months after Partha’s death, his
and Priya’s younger daughter,
Anjali, was getting married. As
Priya and her older daughter,
Garima, watched, Anjali sat on
the hotel bed while a makeup
artist attended to her Solah
Shringar, the Indian beautifi­
cation ritual.
When a mobile ringtone
sounded, the sisters looked up
in alarm. “Ah, this is our PR
firm,” Priya said. “It’s about that
article on our turnaround in
Business Today. I know I said no
work today, but I really should
take this, since it will go to press
tomorrow, and I need to make
sure they have all the facts
straight. It will just take a min—”
Suddenly, Anjali stood, tears
welling up in her eyes. “Garima,
please take the phone from Mom.”
Case Study
Classroom
Notes
1. Some argue
that demands
on grieving
workers are
unrealistic and
that firms don’t
make enough
allowances for
mourning. In
2016, for example, U.S. employees received,
on average, four
days of bereavement leave.
2. Grief.com’s
David Kessler
says to avoid
these phrases
with colleagues
who have lost
loved ones: “She
lived a long life.”
“I know how you
feel.” “Aren’t you
over him yet?
He’s been dead
a while.” “You can
still have another
child/remarry.”
“Be strong.”
3. While 20% of
all businesses in
India are owned
by women, they
are overwhelmingly singleperson enterprises, and many
are in fact controlled by men.
Harvard Business Review
September–October 2023
145
4. At what point
is it irresponsible
to continue a
doomed business? Should
an entrepreneur
always fight to
keep a business
alive?
5. In 2012, an
Australian
palliative care
nurse published
a book about
the five most
common regrets
her patients
expressed at
the end of their
lives. In the top
five was “I wish
I hadn’t worked
so hard.”
146
Her sister sighed, reached
over, and hit dismiss on the
screen.
Confused, Priya looked back
and forth between them. Now
Anjali was crying.
“Mom, I’ve hardly seen you for
months. I know how much you
want to save Splendid—and dad’s
legacy. But it’s all you’ve thought
or talked about since he passed.
You’re running yourself ragged.
Today is my wedding day, so for
once could we focus on something other than the company?”
Priya felt herself stiffen. “I’m
just trying to keep the business
going, to honor your father…”
“We know, Mom,” Garima
chimed in, with more melancholy
than anger. “But Anjali is right.
And liquidating the business
would give you more than enough
to retire and even an inheritance
to pass on to us and your grandkids 4 one day.” Garima had two
sons in preschool, and Anjali had
Harvard Business Review
September–October 2023
long joked that she planned to
get pregnant on her honeymoon.
“There’s no guarantee that you
can rescue Splendid, and if you
do, it will take years and years,”
Garima continued. “Do you
really want to spend your sixties
in business meetings instead
of with family and friends? 5
How much have you seen your
grandsons lately? Have you done
any walking with your neighborhood ladies? Are you sleeping
at all? We’re worried about your
health. And we can’t lose another
parent.” Now tears dripped down
her face, too.
“You’re not going to lose me,”
Priya said, pulling both daughters into a hug. “Don’t cry, my
sweeties. You’re right that the
business can and should wait
for today—and other days, too.
I’ll try to be less single-minded
going forward. But don’t discount your old mom, either. I’m
tougher than you think.” She
untangled one arm and flexed it
like a bodybuilder to get Anjali
and Garima to smile. When they
did, she patted them each on
the back. “OK, now. Let’s not
keep our guests and the groom
waiting!”
THE COO’S UPDATE
Priya sat in her office and looked
at the financial documents
in front of her. In her 40-year
marriage to Partha, the pattern
had always been the same. He
would charm everyone he met
and regularly bring new friends
home for dinner, staying up into
the small hours of the morning
eating, drinking, and laughing
with them. Then, when they were
gone and Partha slept, Priya and
her household staff would do the
cleaning up.
And now it seemed he had left
her another mess to deal with at
Splendid. So what was driving
her to mop it up? Love for her
husband? Marital duty? Resentment? The need to tie things off
and move on from him?
She heard a knock at the door.
It was Tasneem Rangwala,
Splendid’s long-standing COO,6
who had been increasingly
sidelined in the last few years of
Partha’s tenure—something that
should have been a warning sign
to Priya and the board. Talented
and honest, Tasneem wouldn’t
have signed off on the highinterest debt.
Now, however, she was Priya’s
right-hand woman, having
helped articulate the turnaround
vision and begun to execute on
it with enthusiasm. The duo
had worked tirelessly to sell
off noncore assets, cut costs,
renegotiate debt, and streamline
operations while also trying to
reinvigorate the company’s core
business by opening new stores,
replacing displays, and launching
a campaign to reaffirm Splendid’s
position as India’s favorite icecream brand. Tasneem had also
brought some new ideas to the
table, such as diversifying into
cold chain logistics—the transport of temperature-sensitive
products—which could not only
create a new revenue stream
for Splendid but also help solve
India’s food waste problem.
“Is now still a good time to
discuss the latest financial statements?” Tasneem asked.
“Of course,” Priya said. “Let’s
sit together on the sofa.”
Tasneem opened her laptop
and pulled up a spreadsheet.
There was some good news.
The net debt to EBITDA ratio
had dropped from seven to
five. Revenue had increased by
8%. Customer satisfaction had
improved by 20%. However, the
company’s operating margin
had decreased by 2% because of
higher costs associated with the
turnaround, and cash reserves
were dwindling.
Priya sighed, thinking back
to Garima’s questions about how
long it would take to turn around
Splendid—and if it could even be
saved. “Tasneem, what do you see
as our next steps?”
“I think we’re making slow
but steady progress, so we should
keep on our path. We still have a
few more real estate holdings and
noncore interests to sell off—we
just need to wait for the right
buyers. We can set up meetings
with the bankers to walk them
through our thinking, and I think
they’ll see that we’re nearly on
track to meet your 85%-in-twoyears promise. In the meantime
I wonder whether it’s time for us
to work up a pitch deck for the
cold chain idea, 7 organize a road
show, and drum up some fresh
capital.”
Priya’s phone dinged with
a text message. It was Garima.
6. In 2000,
48% of S&P 500
companies had
a COO; by 2018
only 32% did.
But COOs are
making a comeback. As of 2022,
40% of leading
companies had
one, and the
role has become
bigger and more
transformative,
according to
McKinsey.
7. Should a
struggling business continue
to try to innovate
and invest
in R&D?
Harvard Business Review
September–October 2023
147
EXPERIENCE
“Can you still babysit tonight?
We need to leave for our dinner
in a half hour.”
Priya looked at her watch and
felt a surge of guilt. She’d lost
track of time and would have to
leave within the next 10 minutes
to get to her daughter’s house
when she’d promised to. “On my
way!” she texted back.
“Tasneem, I’m so sorry. Can we
pick this up tomorrow?”
“Sure,” the COO responded.
“Shall I go ahead and set up a
meeting with Vijay for later this
week? And with the REIT that was
interested in acquiring the technology park? And start putting
together that pitch deck?”
Priya felt a wave of exhaustion
wash over her but mustered a
smile as she responded, “Yes,
please do. Thank you.”
After the COO left, Priya
hastily gathered her things from
her desk but then found herself
pausing to stare at a framed
picture of Partha. She realized
she hadn’t wept since he’d died—
not even tears of joy at Anjali’s
wedding.
“I’m still mad at you, but I love
you and miss you,” she said to
the photo, a sob catching in her
throat. “So tell me, Partha: What
do you want me to do?”
C. MARIA REX SUGIRTHA is
an assistant professor of
finance and HR at Xavier Institute
of Business Administration (XIBA),
St. Xavier’s College (Autonomous),
in Tirunelveli, India.
148
Harvard Business Review
September–October 2023
Should Priya try to save
Splendid, let it go, or find
a third way?
The experts respond.
CHARLES READ
is the president and
CEO of GetPayroll.
Priya faces a hard choice:
liquidate or sell the firm,
which could make her
relatively wealthy, or strive
to save it and upset her
daughters.
Liquidation seems like the easy choice,
but it would have its own set of repercussions. In India bankruptcy has a
significant social stigma and often
leads to personal and professional
ostracism. But more than that, I sense
that saving the company is Priya’s true
calling. Too often talented women opt
out of leadership roles because of family
responsibilities or societal expectations.
If Priya steps away from the company, it
will be a loss not only for her personally
but also for the business world.
That isn’t to say her journey will be
easy. I’ve faced the profound grief of
surviving the loss of both my wife and
my daughter while running a company.
I also know the stress of managing a
cash-strapped business. Navigating all
that at once requires immense strength
and resilience. I cannot emphasize
enough the importance of self-care in
this context. For instance, I know from
my own experience that Priya is likely
to find dates like Partha’s birthday and
their wedding anniversary overwhelming, so it might be best to avoid being in
the office on such days. The good news
is that it does get easier. The sun continues to rise. Life overtakes mourning.
In addition, as a widow Priya might
be able to open hearts and doors for
Splendid that would otherwise be
closed. Her creditors are human and
not impervious to her situation. Their
sympathy could translate into increased
patience, giving her an advantage in
the quest to save the company. Priya
should set up regular meetings or calls
with them—perhaps weekly or monthly.
You want to overcommunicate with
creditors; never hide from them.
Most important, Priya needs to have
an open and honest conversation with
her daughters. They may yearn for her
to assume the role of doting nani
(grandmother), but she seems drawn
to a different path. She needs to explain
to them that she has chosen to be a
warrior. She loves them dearly and will
make time for them on Diwali, birthdays, and other special occasions, but
for now she is primarily focused on the
business. This is not a negation of her
affection for them but a testament to her
strength and determination to carry on
her late husband’s legacy.
SARAHJANE SACCHETTI
is the chief business
officer of Cleo.
Priya’s focus on firefighting
to save Splendid, while
commendable, is causing
her to neglect the task of
reforming its governance,
the most important step to
getting it back on track.
To start with, a detailed report that
exposes the root causes of the company’s missteps is needed. Unanswered
questions, such as how Partha’s actions
went unchecked and why his COO felt
voiceless, must be addressed. That will
pave the way for an environment with
greater transparency and accountability
and a “no surprises” rule.
Second, it’s vital for Priya to avoid
the myth of a corporate savior, which
led Partha (and Splendid) astray and
could recur if she’s not careful. Instead
of heroics, she should invest in building
a strong team that can work to prevent
misconduct and ensure higher levels of
transparency. Private companies that
let charismatic founders run unchecked
often become cautionary tales, as
Theranos and FTX illustrate.
She should also consider a co-CEO
model. That approach was instrumental
for me when I had to step back from my
CEO role and become a caregiver for a
parent with ALS. I’d recommend that
the co-CEO be an external hire—someone from industry who can bring a fresh
perspective and dilute the cult of personality that grew up around Partha and
could be re-created with Priya. While
this move may risk alienating Tasneem,
it will prepare the organization for
future contingencies and transitions.
Last, Priya’s determination to shoulder the burden of Splendid’s survival
is not only damaging to her health and
family but also potentially detrimental
to the company. Traditional perspectives might suggest that she should just
lean in to the work and let her mental
INCLUDES CUSTOMIZABLE TOOLS AND
and family healthTEMPLATES
suffer, but
soFORMATS
IN doing
MULTIPLE
can be unsustainable for her and risky
for the business. The fact is, about
70% of U.S. caregivers are women, and
the percentage is even higher in other
countries. Rethinking the executive
team with a sustainable model is a
solution that can help all leaders—not
just female ones—balance competing
demands and future-proof a company.
At Splendid it might better ensure longterm success.
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Part 1: Identifying and Defining Problems
Objectives
• Understand problem solving
• Analyze problems
• Work with problem owners and
stakeholders
• Develop effective problem statements
Objectives
• Determine causes
• Simplify complex problems
• Identify and manage risks
• Avoid problem-solving traps
Understanding Problem Solving
• A professional in any occupation
should be a problem solver
• People who can identify, define, and
solve problems are valued members
of an organization
Understanding Problem Solving
• Guidelines for solving problems:
• Identify yourself as a problem solver
• Recognize problems
• Select an intuitive approach for solving
problems
• Select a systematic approach for solving
problems
• Make decisions
Understanding Problem Solving
Basic problem-solving steps
Analyzing Problems
• Companies rely on employees to
identify problems and solve them
• Much of the effort in problem solving
involves understanding what the
underlying issues really are
• Defining the real problem is the first
major milestone on the way to a
solution
Analyzing Problems
• Do’s and Don’ts for analyzing
problems:
• Look for deficiencies
• Interview and gather data
• Observe as much as you can
• Ask what, not who
• Have a reality check
Working with Problem Owners
and Stakeholders
• When you solve a problem for
someone else, that person is the
problem owner
• Stakeholders are people who are also
affected or whose involvement you
need to resolve the matter
Working with Problem Owners
and Stakeholders
• Do’s and Don’ts for working with
problem owners and stakeholders:
• Solicit input from the problem owners
• Recognize opinions and assumptions
• Communicate your progress clearly
• Do your homework carefully
• Provide choices
• Promote your solution
Developing Effective Problem
Statements
• A problem statement is a clear,
concise description of the problem
and the effect you expect from the
solution
• The purpose of the problem
statement is to describe a single
problem objectively
• Include the problem statement in your
proposals, progress reports, and
discussions with stakeholders
Developing Effective Problem
Statements
• Guidelines for developing problem
statements:
• Describe the ideal situation
• Briefly summarize the problem
• Identify symptoms of the problem
• Describe the size and scope of the
problem
• Identify the consequences
• Explain any other research or
investigation that you may pursue
Determining Causes
• It is common to overlook the root cause
of problems and focus only on
symptoms
• Complex situations usually involve
interrelated problems, each with a
different cause
• To link a problem to its cause, you must
perform a root-cause analysis, a study
that determines the real basis for the
problem
Determining Causes
• To determine causes:
• Differentiate between symptoms and
causes
• Look for more than one cause
• Consider the cost
• Use the 5 Whys technique
• Create a cause-and-effect diagram
Determining Causes
Cause-and-effect diagram
Simplifying Complex Problems
• Complex problems have no clear
boundaries, are unique, and have no
single optimal solution
• Complex problems frequently involve
multiple stakeholders with competing
agendas
• Most complex problems consist of
smaller subproblems that affect each
other in ways that complicate the
larger problems
Simplifying Complex Problems
• To simplify complex problems:
• Identify the major symptoms
• Consider each problem individually
• Rank the subproblems
• Look for interdependencies
• Delegate subproblems
Identifying and Managing Risks
• Any decision you make or solution
you implement involves some risk,
which is an exposure to a chance of
loss or damage
• Risk is an inevitable part of business,
especially when you are introducing
creative changes
• With careful planning, you can often
avoid many of these risks or reduce
their drawbacks
Identifying and Managing Risks
• Guidelines for identifying and
managing risks:
• Be aware of potential risks
• Assess your risk/reward ratio
• Reduce your risk by testing
• Develop a fall-back position or a backup
plan
• Keep everyone informed
Avoiding Problem-Solving Traps
• Solving problems demands the
following:
• Logical thinking
• Creative thinking
• Willingness to redefine goals
• Acceptance of solutions that manage
rather than eliminate problems
• Habits and unacknowledged biases
impair problem solvers’ ability to solve
problems
Avoiding Problem-Solving Traps
• To avoid problem-solving traps:
• Avoid the positive outcome bias
• Avoid “not invented here”
• Avoid the need for quick closure
• Avoid the bandwagon effect
• Avoid self-serving bias
Avoiding Problem-Solving Traps
Avoid the bandwagon, or herd, effect
Technology @ Work:
Crowdsourcing
• Crowdsourcing characterizes a way of
using groups to solve problems
• The groups are usually online
communities
• An organization broadcasts a problem
to the crowd as an open call for
solutions
• The crowd submits solutions, then
sorts through them, finding the best
ones
Technology @ Work:
Crowdsourcing
• Advantages of crowdsourcing to a
company are that it can investigate
problems at low cost and produce
innovative solutions from a wider
range of amateurs and experts than it
employs
• Risks to the company are that it might
waste time looking for a solution from
the crowd, who is not committed to
helping the company
Technology@ Work:
Crowdsourcing
• Successful examples of
crowdsourcing include proofreading
StumbleUpon and Stardust@home
• Guidelines for crowdsourcing:
• Strength in numbers
• Collaboration matters
• Different, not necessarily better
• Good for the company, not for the crowd
Technology @ Work:
Crowdsourcing
Challenge.gov
Summary
• Keep problem solving guidelines in
mind
• Analyze problems as the first step in
solving them
• Involve problem owners and
stakeholders in the problem solving
process
• Develop effective problem statements
Summary
• To link a problem to its cause,
perform root-cause analysis
• Simplify complex problems as much
as possible
• Be aware of and manage risk when
implementing solutions
• Avoid problem-solving traps
Part 2: Solving the Problem
Objectives
Gather and analyze data
Develop alternatives
Evaluate options
Implement the solution
Objectives
Monitor and manage the solution
Verify the solution
Use adaptive techniques
Develop ethical solutions
Gathering and Analyzing Data
Before you can solve a business
problem, you should gather relevant
data and analyze it
Successful business decisions are
based on sound information
To systematically gather and analyze
the data related to your problem, start
by identifying your goal and looking
for information related to it
Gathering and Analyzing Data
Guidelines for gathering data:
 Define your data needs
 Do not overestimate what you know
about the problem
 Document the data and its sources
 Examine existing information first
 Rely on people as your most important
resource
 Consider interrelationships
Gathering and Analyzing Data
Viewing data in different ways
Developing Alternatives
After researching a problem and
collecting data, start to consider
alternatives and solutions
This creative phase of the process
requires imagination and intuition
Developing Alternatives
Guidelines for developing
alternatives:
 Think creatively
 Brainstorm ideas
 Ask others for advice
 Develop a mind map
Analyzing Problems
Brainstorming
Analyzing Problems
Mind Map
Evaluating Options
Analyze the trade-offs among
competing needs and options
Your goal should be to develop a
good solution by evaluating,
modifying, and improving on your
ideas
Asses each alternative carefully
Use objective criteria to avoid making
snap decisions
Evaluating Options
Steps in evaluation options:
 Choose an evaluation method
 Select the criteria
 Weigh your criteria
 Rate the alternatives
 Make a decision
Implementing the Solution
Moving from planning to
implementation is a significant
milestone
During implementation, you begin to
make decisions, take actions, and put
your plans into practice
Communicate clearly and frequently
during this stage
Act decisively rather than planning
endlessly
Implementing the Solution
Guidelines for implementing a
solution:
 Get approval from the problem owner
 Develop a plan
 Notify stakeholders
 Anticipate opposition
 Take action
Monitoring and Managing the
Solution
Most solutions involve related
choices, tasks, and the participation
of others
Managers, coworkers, and
stakeholders expect you to deal
professionally and competently with
interruptions, delays, and unexpected
events
Planning for and identifying trouble
quickly helps you minimize disruption
and problems
Monitoring and Managing the
Solution
Guidelines for monitoring and
managing the solution:
 Identify key variables
 Select an appropriate level of monitoring
 Involve others with the process
 Be persistent
 Make corrections promptly
Monitoring and Managing the
Solution
Levels of monitoring
Verifying the Solution
Expect surprises during
implementation
Stay involved with the project and
make necessary corrections along the
way
Ask yourself and others:
 How well is the solution working
 How realistic are the objectives
 What is not working as expected
Verifying the Solution
Do’s and Don’ts of verifying a
solution:
 Define success
 Test your solution
 Avoid the problem in the future
 Learn from the process
 Take credit for your success
Using Adaptive Techniques
Adaptive techniques involve a
combination of intuition, logic, and
common sense
Adaptive techniques are less precise
than traditional problem-solving
methods, but are appropriate in many
cases
Using Adaptive Techniques
Do’s and Don’ts for adaptive
techniques:
 Consider when to use adaptive
techniques
 Manage by exception
 Stagger your decisions
 Hedge your bets
 Delay or defer a solution
Using Adaptive Techniques
Appropriate times to use adaptive
techniques:
 You have a limited amount of time to
work
 An exhaustive analysis is not needed
 The risks are minimal and downside
costs are low
 The solution is easily reversible
Developing Ethical Solutions
Ethics are standards of behavior that
direct how people should act
Ethics involves making moral decisions
and choosing between right and wrong
When applied to problem solving, ethical
behavior leads to appropriate decisions,
not necessarily the optimal ones
Consider situations from an ethical, as
well as a practical, perspective
Developing Ethical Solutions
Guidelines for developing ethical
solutions:
 Identify ethical issues
 Compare costs and benefits
 Consider other people
 Serve broad interests
 Be true to yourself
Technology @ Work: Mashups
A mashup is a Web application that
combines features or information from
more than one source
Businesses are using mashups to
develop views of information that aid
in decision making
Business mashups typically combine
data from internal and public sources,
and publish the results within the
company for employees to use
Technology @ Work: Mashups
Masher, an online tool for creating
mashups
Summary
Gather relevant data and analyze it to
find trends, indicators, and other related
information
Develop alternative solutions
Evaluate all options
Implementation is a milestone step in
the problem solving process
Carefully monitor and manage the
implemented solution
Summary
Verify the solution and expect surprises
Use adaptive techniques when
appropriate
Consider ethics as you develop
solutions
Part 3: Thinking Critically
Objectives
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