Problem Solving Skills Training Programs

After problem-solving training, you'll be able to:

• Analyze how your perspective and personal biases affect your capacity for problem-solving and decision-making.
• Describe and debate how organizational choices or inaction affect individual growth, group dynamics, and overall success.
• Explain how both wise and foolish team decisions may advance your career.

Why does your team need problem-solving skills training?

All levels of leaders who wish to promote improved problem-solving among their teams should take this training. Whatever the issue or requirement your company may be confronting, innovative solutions and novel strategies can make the difference between a flourishing organization and one that can't keep up with its competitors. It will be helpful for:

• Managers of departments and team leaders;
• Engineers, functional experts, and controllers;
• Consultants and advocates for improvement;
• Anyone having an excessive number of issues.

The five problem-solving STYLES

There are five problem-solving styles that people typically encompass. They include:

1. Ego-Oriented.
   With this style, the manager performs all problem-solving tasks or makes decisions by themselves with no input from others. They determine what the problem is, gather background information, generate possible solutions, choose the final solution, implement the solution, and conduct an evaluation to determine whether the solution actually solved the problem.
2. Deferred.
   With this style, the manager defers solving the problem or making the decision. They are aware that a problem exists, or a decision must be made, but they choose not to deal with it at the moment. Deferred problem-solving might take the form of looking for a more perfect solution, waiting to see if the problem will resolve itself, or waiting for the right moment to make a decision.
3. Other-Oriented.
   With this style, the manager has others perform all the problem-solving tasks. The manager recognizes that a problem exists or a decision must be made, but delegates the responsibility for correcting the situation to others.
4. I/We-Oriented.
   With this style, the manager includes others in the initial steps of the problem-solving process. They will seek the help of others in identifying the problem, gathering background information, and in weighing possible alternative solutions.
5. We-Oriented.
   With this style, the manager shares in the decision-making process with others. The manager’s input carries no more weight than input offered by other people involved in the process.

Problem-solving training will help improve your decision-making processes and help you solve problems in your company in a more professional manner.

Four key factors in choosing a problem-solving style

There is no universal best way to solve problems or make decisions. All five styles are useful in certain situations. Supervisors and managers should consider the following four key factors in choosing the best style for a particular situation:

1. The maturity level of the employees involved in the problem or decision situation.
2. The difficulty level of the problem or decision encountered.
3. The constraints in a given problem or decision situation.
4. The need for acceptance of the final solution or decision.

Once the style has been chosen, the manager and employees can go ahead with attempting to solve the problem at hand. Use the powerful problem-solving training courses and games available at HRDQ to improve decision-making in your organization!