By MICHAEL J. HICKS
Makes a speciality of 3 techniques to challenge fixing and choice making in enterprise and administration - inventive, rational and systematic. the writer exhibits their person purposes in addition to a synthesis for his or her use in a variety of occasions and firms.
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Extra info for Problem Solving in Business and Management: Hard, soft and creative approaches
H. 2). While distinct, these categories of decisions are interdependent and complementary. Using this classification, strategic decisions tend to be less well structured in that objectives are less clear, often conflicting, more openended in the number of possibilities and issues we should consider, and hence problematic and less amenable to the rational approach. Operational decisions tend to be less complex, more routine and the techniques of Operational Research (OR) are available to assist decision making here.
I shall continue, in the main, to speak of this process as problem solving, because that is what we are doing most of the time. 1. We spend a lot of our time making decisions where the mental Problem solving, decision making and management Decision making involves ... Problem solving (creatively and systemically) Making choices Making choices Intuition processes we use are those usually referred to as problem solving (including Ackoff's problem resolving and problem dissolving- Chapter 2). At other times we will face relatively straightforward choices (of which some may benefit from rational analysis whereas others will be just intuitive selections), in particular within the problem solving process itself.
As a group problem solving strategy, Synectics works best with relatively small groups of six to eight people. A key feature of the Synectics approach is that the problem-owner(s) plays a vital role within the group in the problem solving process (see Chapter 7). These features of the Synectics process have implications for its use in problem situations with multiple ownership, about which more than one person feels dissatisfied, and where they should all have a part in resolving it. But if problem ownership is wider than a handful of people, we may have to restructure the problem into appropriate parts and have several groups working on it, or try something else.
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