ppt problem solving and decision making

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

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Introduction

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process, considering their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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Managing Decision Making and Problem Solving

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Presenting this set of slides with name - Problem Solving And Decision Making Powerpoint Presentation Slides. Our topic specific Problem Solving And Decision Making Powerpoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.

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Problem Solving Presentation Templates

Present the problem-solving processes effectively with our premade problem solving powerpoint templates and google slides themes. crafted to guide you from problem identification to resolution, these free templates breathe life into complex strategies. they feature creative, fully editable infographics, like puzzles and light bulb designs..

• Analytical Thinking: Breaking down a problem into smaller parts to understand its nature.
• Creative Thinking: Thinking outside the box to find unique and effective solutions.
• Decision Making: Choosing the best course of action among different alternatives.
• Team Collaboration: Working together to generate diverse perspectives and solutions.
• Communicate the problem statement clearly to stakeholders.
• Exhibit potential solutions and their implications.
• Rally teams around a unified strategy.
• Track progress and outcomes.

In such scenarios, the design and layout of your presentation matter as much as its content. And this is where Slide Egg steps in!

• Diverse Designs: From representing problem identification, business solutions, problem-solving techniques, and strategies to process steps, our slides have it all.
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Problem Solving Presentation Templates is a set of pre-designed PowerPoint slides that you can use to present and explain problem-solving strategies. The templates provide visuals and text that you can use to describe the problem-solving process, from identifying the problem to finding a solution.

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Where can I find free Problem Solving Presentation Templates?

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DECISION MAKING, PROBLEM SOLVING, AND CRITICAL THINKING

Jan 07, 2020

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DECISION MAKING, PROBLEM SOLVING, AND CRITICAL THINKING. DECISION MAKING, PROBLEM SOLVING, AND CRITICAL THINKING. why director of nursing at KAH took a decision to start an in- service educational for nurses?

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DECISION MAKING, PROBLEM SOLVING, AND CRITICAL THINKING • why director of nursing at KAH took a decision to start an in- service educational for nurses? • why director of nursing at KAH took a decision for 3 days communication workshop for RNS ? • why director of nursing at KAH took a decision that each nurse should not stay in a unit more than 6 months? • why director of nursing at KAH took a decision to hire 50 RNS during the year 2007? • Why Faculty of Nursing at JUST took a decision to change the study plan of Nursing Program starting year 2005?

Why BSN graduates in Jordan suppose to sit for a Competency Nursing Exam? • Why the RN should change position for a CVA client every 2 hours? • Why a client with bipolar disorder and treated with lithium carbonate must consume not less than 2500 ml of water /day? • Why the RN should check the pulse rate before administering digoxin therapy to a heart failure client? • Why kidney function test should be checked prior cardiac cath.? • Why should be a policy stated that “each discharged client should use a wheel chaire when leaving the hospital”?

DECISION MAKING, PROBLEM SOLVING, AND CRITICAL THINKING: Requisites for Successful Leadership and Management • The Primary Requisites for Successful Management and Leadership: • Decision making. • Problem Solving, • Critical thinking,

Decision making is often thought to be synonymous with management. • Decision making is one of the criteria on which management expertise is judged. • Much of any manager's time is spent critically examining issues, solving problems, and making decisions. • It is the authors' belief that problem solving, decision making, and critical thinking are learned skills that improve with practice. • Decision making is usually triggered by a problem but is often handled in a manner that does not eliminate the problem.

Decision making is both the innermost leadership activity and the core of management. Therefore, effective leaders and managers must be able to answer the following questions: • Do the circumstances warrant that a decision is required? • How should the decision be made? • Who should be involved in the decision-making process?

DEFINITION OF TERMS • Decision making: is a complex, cognitive process often defined as choosing a particular course of action. Webster's definition-to "judge or settle"-is another view of decision making. Both definitions imply that there was doubt about several courses of action and that a choice was made that eliminated the uncertainty. • Decision making is one step in the problem-solving process, an important task that relies heavily on critical-thinking skills.

Problem- Solving is part of decision making. “A systematic process that focuses on analyzing a difficult situation”, Problem -Solving always includes a decision- making step. • Although Decision Making is the last step in the Problem-Solving process, it is possible for decision making to occur without the full analysis required in Problem-Solving. • Although decision making is the last step in the problem-solving process, it is possible for decision making to occur without the full analysis required in problem solving.

Critical thinking : Sometimes referred to as reflective thinking, is related to evaluation and has a broader scope than decision making and problem solving. "Critical thinking is purposeful, outcome-directed thinking that is based on a body of knowledge derived from research and other sources of evidence." • Most theorists agree that Critical Thinking is more complex than problem solving or decision making, it involves higher-order reasoning and evaluation, and has both a cognitive and affective component. • The authors believe that insight, intuition, empathy, and the willingness to take action are additional components of critical thinking

Belcher (2000) maintains that managers' critical thinking skills can be improved by having students write management case studies for analysis. She thinks that improved critical thinking skills have a positive effect on the quality of a manager's decision making and problem solving skills. • Ignatavicious (2001) feels that anyone can learn critical thinking but it is a long-term process that must be practiced, nurtured, and reinforced.

Cognitive Skills Used in Critical Thinking : • Interpretation: involves clarifying meaning • Analysis: understanding data • Evaluation: determining outcome • Inference: drawing conclusions • Explanation: justifying actions based on data • Self-regulation: examining one's professional practice

Are You a Critical Thinker? • Try to examine yourself in the following characteristics: Answer by Yes/No…. • Creative • Open to new ideas • Intuitive • Energetic • Analytical • Insightful • Willing to take action • Willing to change • Knowledgeable

Characteristics of Critical Thinker ( cont.): • Persistent • Assertive • Communicator • Flexible • Empathic • Caring • Observant Risk-taker • Resourceful

INTUITIVE DECISION MAKING MODEL

THEORETICAL APPROACHES TO PROBLEM SOLVING ANDDECISION MAKING • Traditional Problem-Solving Process • The Managerial Decision-Making Process • The Nursing Process • Intuitive Decision-Making Model

Traditional Problem-Solving Process • The traditional problem-solving model is widely used and is perhaps the most well known of the various models. The seven steps follow.( Decision-making occurs at step 5) 1. Identify the problem. 2. Gather data to analyze the causes and consequences of the problem. 3. Explore alternative solutions. 4. Evaluate the alternatives. 5. Select the appropriate solution. 6. Implement the solution. 7. Evaluate the results.

The Managerial Decision-Making Process: The managerial decision-making model, a modified traditional model, eliminates the weakness of the traditional model by adding a goal-setting step. Harrison (1981) has delineated the following steps in the managerial decision-making process: 1.Set objectives. 2. Search for alternatives. 3. Evaluate alternatives. 4. Choose. 5. Implement. 6. Follow up and control.

The Nursing Process: Educators have identified the nursing process as an effective decision-making model, although there is current debate about its effectiveness as a clinical reasoning model (Pesut & Herman, 1998). As a decision-making model, the nursing process has a strength that the previous two models lack, namely its feedback mechanism. • The weakness of the nursing process, like the traditional problem-solving model, is in not requiring clearly stated objectives. Goals should be clearly stated in the planning phase of the process, but this step is frequently omitted or obscured.

Intuitive Decision-Making Model • Recently, however, there has been a renewed interest in intuitive thinking and Ignatavicious (2001) identifies it as one of the characteristics of an expert critical thinker. • It must be remembered, however, that intuition can be over powered by emotions. • Using an intuitive decision-making model is helpful in order to prevent emotions from clouding the decision-making process.

CRITICAL ELEMENTS IN PROBLEM SOLVING AND DECISION MAKING: • The following elements, considered crucial in the problem-solving process, frequently result in poor-quality decisions: Determine Objectives Clearly Gather Data Carefully Generate Many Alternatives Think Logically Choose and Act Decisively

Determine Objectives Clearly: • If a decision lacks a clear objective or if an objective is not consistent with the individual's or organization's stated philosophy, a poor-quality decision is likely. • Sometimes the problem has been identified but the wrong objectives are set. • Problems can be extremely complex and may need multiple objective.

Gather Data Carefully: Numerous parents have been misled by the factual statement, "Johnny hit me.“ • To gain knowledge and insight into managerial and leadership decision making, individuals must reach outside their current sphere of knowledge in solving the problems presented in this text. • Some data-gathering sources include textbooks, periodicals, experts in the field, colleagues, and current research.

Questions that should be examined in data gathering are: 1.What is the setting? 2. What is the problem? 3. Where is it a problem? 4. When is it a problem? 5. Who is affected by the problem? 6. Is this your problem or someone else's problem? 7. What is happening? 8. Why is it happening? What are the causes of the problem? Can the causes be prioritized? 9. What are the basic underlying issues? What are the areas of conflict? 10. What are the consequences of the problem? Which is the most serious?

LEARNING EXERCISE: • Gathering Necessary Information • Identify a poor decision you recently made because of faulty data gathering. Have you ever made a poor decision because necessary information was intentionally or unintentionally withheld from you?

Generate Many Alternatives: • The greater the number of alternatives that can be generated during this phase, the greater the chance that the final decision will be sound. • When seeking alternatives, individuals need to expand their horizons; • The most common trap managers fall into is limiting the borders of their decision frames (Clancy,2003). • Involving others in the process confirms the adage that two heads are better than one. • Because everyone thinks uniquely, increasing the number of people working on a problem increases the number of alternatives that can be generated.

Brainstorming is another frequently used technique. • The goal in brainstorming is to think of all possible alternatives, even those that may seem "off target.“ • By not limiting the possible alternatives to only apparently appropriate ones, people are able to break through habitual or repressive thinking patterns and allow new ideas to surface. • Although most often used by groups, people making decisions alone also may use brainstorming.

Think Logically: • People think illogically primarily in three ways: • Overgeneralizing. • Affirming the consequences. • Arguing from analogy.

Choose and Act Decisively: • In the final analysis, One Must Act. • Individuals may become vulnerable at this last point in the problem-solving process and choose to delay acting because they lack the courage to face the consequences of their choices. • In many cases, judgments found to be ineffective or inappropriate can be changed. • However, decisions must continue to be made, although some are of poor quality, because through continued decision -making, people develop increased decision-making skills.

INDIVIDUAL VARIATIONS IN DECISION-MAKING • Because decision making involves perceiving and evaluating, and people perceive by sensation and intuition and evaluate their perception by thinking and feeling, it is inevitable that individuality plays a part in decision making. • Because everyone has different values and life experiences, and each person perceives and thinks differently, different decisions may be made given the same set of circumstances.

INDIVIDUAL VARIATIONS IN DECISION-MAKING • Values: • life Experience: • Individual Preference: • Individual Ways of Thinking :

Values: • Individual decisions are based on each person's value system. • No matter how objective the criteria, value judgments will always play a part in a person's decision making, either consciously or subconsciously the alternatives generated and the final choice selected are limited by each person's value system. • For some, certain choices are not possible because of a person's beliefs. • Because values also influence perceptions, they invariably influence information gathering, information processing, and final outcome (Marquis & Huston, 1995). • Values also determine which problems in one's personal or professional life will be addressed or ignored.

life Experience: • Each person brings to the decision-making task past experiences that include education and decision-making experience. • The more mature the person and the broader his or her background, the more alternatives he or she can identify. • Each time a new behavior or decision is observed, that possibility is added to the person's repertoire of choices. • Having made good or poor decisions in the past will influence a person's decision making.

Individual Preference: • The decision maker, for example, may see certain choices as involving greater personal risk than others and therefore may choose the safer alternative. • Physical, economic, and emotional risks, and time and energy expenditures, are types of personal risk and costs involved in decision making.

Individual Ways of Thinking : • People who make decisions alone are frequently handicapped because they are not able to understand problems fully or make decisions from both an analytical and intuitive perspective. • However, in most organizations, both types of thinkers maybe found. • Using group process, talking management problems over with others, and developing whole-brain thinking also are methods for ensuring that both intuitive and analytical approaches will be used in solving problems and making decisions.

Use of heterogeneous rather than homogeneous groups will usually result in better-quality decision making. • It is good organizational theory for leaders to surround themselves with a variety of talented people, including individuals who sometimes have strange ideas and are "out of the box” thinkers . • Tow brains better than one???????

Effect of Organizational Power on Decision Making: • Powerful people in organizations are more apt to have decisions made (by themselves or their subordinates) that are congruent with their own preferences and values. • On the other hand, people wielding little power in organizations must always consider the preference of the powerful when they make management decisions. • The ability of the powerful to influence individual decision making in an organization often requires adopting a private personality and an organizational personality.

ETHICAL ASPECTS OF DECISION MAKING Ethical principles: • Autonomy: personal freedom, freedom of choice • Beneficence: the actions one takes should be in an effort to promote good. • Fidelity: keeping ones commitment and promises. • Justice: treating people equally and fairly. • Nonmalefiscence: if you cannot do good at least do no harm.

Paternalism; allows one to make decisions for another, limits freedom for choice. • Respect for others : is considered the highest principles that incorporates all of the principles. • Utility: what is best for common good outweighs what is best for the individual • Veracity: the individual indicate that people should tell the truth .

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Problem Solving and Decision Making. Presented by Dianne Orfanos District Organizational Development 11/9/2010. Objectives. Determine personal decision making style Identify problem solving processes Identify problem solving tools Practice 1-2 decision-making tools.

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Problem Solving and Decision Making. Ben Lilly. Objectives. Learn a systematic problem solving process Understand the relationship between Problem Solving and Project Planning Learn a Decision Making Process Put into action the skills the principles you have learned Practice Team Work

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Problem Solving and Decision Making. FEM 3107/PEM 3501.

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Critical Thinking/Problem Solving

Critical Thinking/Problem Solving. Tammy LeJune. Critical Thinking/Problem Solving. How to Incorporate Critical Thinking Skills in the Classroom. Teaching Grammar Traditionally:

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PROBLEM SOLVING AND DECISION MAKING

PROBLEM SOLVING AND DECISION MAKING. ICE BREAKER. ICEBREAKER. What is your leisure activity? Who , living or dead , do you most admire , and why? What is your greatest achievement? What are your positive qualities?

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Problem Solving / Decision Making

Problem Solving / Decision Making. Kepner-Tregoe The New Rational Manager Chapter 6. Chapter 6 Contents. Future Events and Their Consequences The Basic Activities A Different Kind of Process When to Use Problem (Opportunity) Analysis. The Future.

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Problem Solving and Decision Making. 7 Steps of Problem Solving (First 5 steps are the process of decision making ) 1. Identify and define the problem. 2. Determine the set of alternative solutions. 3. Determine the criteria for evaluating alternatives. 4. Evaluate the alternatives.

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Critical Thinking, Problem Solving, and Critical Reading

Critical Thinking, Problem Solving, and Critical Reading. JCTC-DT READING/ACADEMIC SUCCSS GOAL 2001-2002 Use Critical Thinking and Problem Solving skills to learn and use with the content in the Study Skills/Academic Success Courses and

Problem Solving and Decision Making. Presenter 1 Presenter 2. C7-129-15 Day 4. Albert Einstein once said…. “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”. Way back on Day 2….

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Thinking: Problem Solving and Decision Making

Thinking: Problem Solving and Decision Making. Units of Thoughts. Concept A mental grouping based on shared similarity Categorizing items in one’s environment Prototype A typical best example incorporating the major features of a concept

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Critical Thinking and Problem-solving

Critical Thinking and Problem-solving. NURUL SYAFIQAH NAJWA BT NU MAHAMAD A151683 MOBILE APPLICATION DEVELOPMENT (MAD) CLUB. Introduction. Problem : Majority of the UKM students, especially the first-year students have problems related with the bus.

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Critical Thinking and Problem Solving

Critical Thinking and Problem Solving. Clinic Sessions – Understanding the Rationale for the Elements of 21 st Century Curriculum. Cheryl Lemke Metiri Group. Critical Thinking & Problem Solving. TODAY What is it? Why is it important?. TOMORROW

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Problem Solving and Decision Making. Problem A situation that exists when objectives are not being met. Problem Solving The process of taking corrective action to meet objectives. Decision Making The process of selecting an alternative course of action that will solve a problem.

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Problem Solving and Critical Thinking. Presentation outline. Why teaching Critical Thinking and Problem Solving is important Nature of Critical Thinking and Problem Solving Characteristics of an effective Critical Thinker Challenges to teaching Critical Thinking.

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Decision Making and Problem Solving

Decision Making and Problem Solving. Decision Making, Problem Solving and Conflict Resolution. Objectives To provide the learner with steps for effective decision making. To identify the barriers to effective decision making. To practice effective decision making and problem solving.

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