| DESCRIPTION |
This technique emphasises the ‘rational’
rather than the ‘creative’, it is essentially a method for
fault diagnosis and repair rather than for disorganized or systemic
problem domains, or those where freshness of vision is essential.
The method is fully developed, with recommended techniques,
worksheets, training programme's, etc. The headings below provide a
bare outline and it follows two main stages, each has seven steps:
Problem Analysis
- You should know what ought be happening and what is happening,
this can then be expressed as a deviation, comparing them and recognising
a difference that seems important to you.
- Ascertain provisional problem priorities (how urgent/serious
or likely to become so) and pick a problem to work on. Break down
unhelpful problem categories (e.g. ‘communication problems’).
If the cause is immediately apparent you can pass straight to Decision
Making (below).
- Investigate and identify the problem deviation (what, where,
when, and to what extent).
- Identify features that distinguish what the problem is from what
it is not.
- Identify the potential cause(s) or contributory factors of the
problem, these should be clear-cut events or changes that lead to
the problem and are clearly associated with the occurrence of the
problem. What the problem is rather than the problems absence, what
it is not. Preferably you identify just one predominantly good contender.
- Attempt to infer any likely causes of the problem, by developing
hypotheses that would explain how the potential cause(s) could have
caused the observed problem.
- Now test the potential cause of the problem, checking that it
is not only a potential cause, but also that it is the only cause
(e.g. that occurrence of this problem is always and only associated
with occurrence of this cause or combination of causes).
Decision-Making
- Set up specific requirements:
- Expected results (what type, how much, where, when)
- Resource constraints (personnel, money, materials, time,
power, etc.)
- Prioritise your needs (distinguishing ‘musts’ and
‘wants’)
- Develop optional supplies of action. Kepner-Tregoe suggests systematically
investigating each requirement and identifying ways of accomplishing
it. Alternatively, other idea generation methods could be used.
- Rate the alternatives against requirement priorities (e.g. Comparison
Tables).
- Choose the best option as a provisional solution
- Identify potential unfavourable consequences. A possible checklist
is given in the table below:
Specific Requirements
|
Possible Adverse Consequences
|
|
|
People
|
Motivation, skills, health
|
Money
|
Capital, outgoings, return
|
Material
|
Source, availability, handling, storage
|
Ideas and processes
|
Security, adaptability
|
Organisation
|
Relationships, communications
|
Facilities/equipment
|
Space, flexibility, location
|
Output
|
Quality, quantity, pace, timing
|
External
|
Economy, competition, law, government
|
-
Plan implementation, including minimising adverse
consequences and monitoring progress.
[Source: www.mycoted.com] |
