Yasmeen Jan Mohammad

Sr. Instructor, AKU-

SONAM
Acknowledgement: Leadership and
Management Team
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1. Describe problem solving and decision making
2. Discuss the importance of critical thinking in decision
Making in health care
3. Discuss the process of problem solving and
decision making
4. Examine administrative decision making models
nursing
practice
5. Apply models of decision making in various health
care (clinical and administrative) situations.
6. Relate creativity and innovation to problem solving and
decision making
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 Definitions
Problem solving:
A process whereby a dilemma is identified and
corrected

Decision making
A process whereby appropriate alternatives are
weighed and one is ultimately selected.

(Sullivan &
Decker, 2013)

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Ideal/ Desired
Situation

Gap= Problem

Current

Situation
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List the types of problems u encountered last week
(at home/workplace)

1. How do u resolve that problem?

2. Did you take specific steps/ approach?
3. What has been your success rate so far (on scale 1-10, with 1
being least and 10 the highest, rate yourself on how
effective you have been resolving problem)

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1. Define (identify/ recognize) problem
2. Gather information (facts/assumptions)
3. Develop courses of action (solutions).
4. Analyze and compare courses of action
(alternatives/solutions).
5. Make a decision; select the best course of action
(solution).
6. Implement the decision
7. Evaluate the solution

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 • Should be descriptive
Defining
statement; not a judgment or
problem conclusion.

What is the specific problem you are faced

with? Write this down in clear simple language
and as objectively as possible

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 • Collecting facts
Gather • Obtain relevant, valid &
information
accurate description
• Put info in black &
white
Ask: Who – is causing it
and who does it affect
What – are the visible
signs of a problem When
–does/did it occur
Where
– does it occur/have an
impact Why – did it
occur
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 • Critical thinking skills to
Analyzing examine assumptions, evidence
information and potential value conflicts
• (Use Fish Bone DIAGRAM)

• Develop as many solutions as

Develop possible.
Make a list of potential
solution solutions

• Narrow them down to the most

Decision practical and effective ones (think
making of advantages or the disadvantages of selected
action)

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Categories used are:
The 6 M‟s: The 4 P‟s: The 4 S‟s:
1. Methods 1. Place 1. Surroundings
2. Machines 2. Procedure 2. Suppliers
3. Materials 3. People 3. Systems,
4. Manpower 4. Policies 4. Skills
5. Measurement
6. Management

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 • Implement the chosen solution
Implement on a trial or pilot basis
decision • Support the changes
• Implement as a team

• Evaluate overall results

Evaluation • Understand the factors behind
success or failure

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Compare the problem solving strategy
with nursing process.
Both aim at using a directional approach
to solve the problems.
Both involve the basic concepts of
identifying the problem,
troubleshooting the solutions, applying
the solution and then evaluating the
effectiveness of the solution by
verification. 12
Steps:
1. Identify the purpose
2. Set the criteria
3. Weight the criteria
4. Seek alternatives
5. Test alternatives
6. Troubleshoot
7. Evaluate the action

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 • Why is decision necessary ? What
Identify the needs to be determined ? State the issue
purpose: in the broadcast possible terms.

Set the • what needs to be achieved, preserved

criteria: and avoided.

• Rank each criterion on a scale of values

Weight the
from 1 (totally unimportant) to 10
criteria: (extremely important)

• list all possible courses of action. Is one

Seek alternative more significant than
another ? Does one alternative have
alternatives: weakness in some areas? Can these be
overcome?
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 • Rank each criterion on a scale of values
Test from 1 to 10 . Second, multiply the weight
of each criterion by the rating of each
alternatives: alternative. Third, add the scores and
compare the results.

• what could go wrong? How can you plan?

Troubleshoot: Can the choice be improved?

Evaluate the • Is the solution being implemented? Is it

action: effective? Is it costly?

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Convergent thinking Divergent thinking
When using convergent thinking, we search for options instead
we apply logical steps in order of just choosing among
to determine what is the single predetermined options
best solution. spontaneous and free-flowing
Convergent thinking relies heavily emphasizes creativity
on logic and less on creativity
works best in situations where a works best in problems that
single best correct answer are open-ended and allow
exists and it is possible to for creativity.
discover the answer through
analyzing available stored
information

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RATIONAL : Maximize organization’s benefits and common
goals by selecting the best solution to achieve the desired
outcomes.
Disadvantage : unrealistic expectations, long time

BUREAUCRATIC: Follow standard operating procedures

Disadvantage: limited alternative solutions, depends on
history.

POLITICAL: Key groups compete and bargain,win-win

situations, majority and negotiations.
◦ Disadvantage: limited alternative solutions

“GARBAGE CAN”: Organizations not rational; solutions

accidental
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Classical model of decision making
involves more Thinking.

Reasoning administrative model of decision

making involves more intuition and
feelings

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 Classic or Rational base Administrative or bounded
model rationality Model
involves more thinking and involves more intuition
reasoning and feelings
clear cut problem and clear cut goal Manager searches for alternative are
limited
follows steps to solve problem There are limitation of rationality of
the decision maker and situation
more alternatives selection of first alternate
full information alternatives and Limited no of alternative
other possibilities and their
consequences
certainty : outcomes predicated decision maker use satisfaction
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Decision making stresses the choice of solution,
whereas the creative process emphasizes on the
uniqueness of the solution.
(Tomey,
2004)

Innovation depends on the number of options

considered.

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2
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CRITICAL THINKING:
The mental process of actively and skillfully
conceptualizing, applying, analyzing, synthesizing,
and evaluating information to reach an answer or
conclusion.
(Dictionary.
com)

Critical thinking is, in short, self-directed, self-

disciplined, self-monitored, and self-
corrective thinking.
(Foundation for Critical
Thinking, 2007)
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 Outcome-directed
 Open to new ideas
 Flexible
 Willing to change
 Creative
 Analytical
 Assertive
 Knowledgeable
 “Out of the box” thinker

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 Convergent thinking:
◦ The problem is divided into smaller and
smaller pieces to find a more
manageable perspective (Tomey, 2004)

Divergent thinking:
◦ One’s view of the problem is expanded.
The problem is considered in different
ways.

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 Critical thinking allows to make decisions that are
unbiased.
It allows to make decisions that are best for them,
their employ and their organization.
 It will help to make positive decision in order to

achieve organizational goals.

 Help to evaluate and prioritize the possible choices in

order to achieve the positive outcome of any

problem.

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March, J. G. (2013). Handbook of Organizations
(RLE: Organizations) (Vol. 20): Routledge.
http://faculty.ksu.edu.sa/73861/Documents/coursesl
ec
tures/MANAGEMENT/Problem_Solving_and_Decis
ion_Making%5B1%5D.ppt
http://www.eiu.edu/~pingliu/tec5133/resources/Sprin
g2003/PROBLEM_SOLVING(Jon_Mark_Karen).ppt

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