Answer:
1.Clearly define the problem
Many assignments start on the wrong foot by failing to clearly define the problem at hands. This can happen for a number of reasons, but in our experience it is usually due to miscommunication somewhere along the chain of command: from management to business unit, from client to supplier, from team leader to team members. Avoiding this issue is therefore relatively straightforward: ask as many questions and hold as many meetings as necessary to make sure everybody is at the same page.
2. Take time to plan an approach
There is a tendency to jump directly into problem solving without first planning an approach, particularly when time pressed. However, it is exactly when time is of the essence that you should stop to think about the best way to address the issue at hands. This will save invaluable time and effort later on.
3.Combine different information sources and techniques
Combining different information sources and techniques can greatly improve the outcome of problem solving, as it will help to identify flaws in logic, unrealistic assumptions, inaccurate data and bias. This is particularly true for complex issues, such as forecasting (a topic we discuss here) or consensus-based decisions (which we address here).
4. Do not jump to conclusions
No matter how solid the planning and approach are, there will be a natural tendency to jump to conclusions early on in the process. This bias, often known as inference-observation confusion, will temp you to infer a conclusion with insufficient supporting information. Hanging on to a preliminary, and potentially wrong, conclusion will then limit your ability to analyze alternative answers impartially and objectively.
5. Favor quality over quantity
“The best way to solve a problem is often the simplest one” is a variation of the Occam’s razor principle that we often apply to all stages of problem solving. Corollaries to this principle include: involve no more people than you need to; focus on the critical issue instead of spending time and energy on side issues; do not develop your reasoning beyond the point necessary to support your conclusions; communicate your reasoning and conclusions clearly, succinctly and using the least amount of industry jargon possible. In short, think Bauhaus instead of Baroque.
Explanation:
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