Problem Solving

Objectives

  • Trainees will learn the “Problem Solving” way of thinking and how one can apply if for effective business development.
  • Trainees will learn how to identify common logical pitfalls and get trained on how to deal with their negative side-effects.
  • Trainees will develop their problem-solving skills and learn how to use them in real-life business applications through the use of case studies.

Executive Summary

The program will explain the “problem solving” methodology and outline the importance of each step. Trainees will learn the logical thinking skills that will allow them to analyze thoroughly and effectively during each stage of problem resolution. Our program is renowned for adding value to peoples’ skillsets and achieving marked results in personal growth.

Program Schedule

  • 1-Day Course
    9:00 Problem Solving introduction

    Don’t fall into the HOW syndrome trap

    Logical Thinking Fundamentals

    11:00 3 Steps of Problem Solving
    (WHERE, WHY, HOW)(Problem Solving Simple Case)
    12:00 Where
    Lunch
    13:00 Why

    How

    15:00 (Problem Solving Company Case)

    Where

    Why

    How

    17:30 Summary
  • oneday-ps-3steps

Target trainees

All corporate workers looking to gain problem-solving skills for their day-to-day operations.

Past Achievements

Major General Trading Companies
Selective training “problem solving training”
Major Chemical Companies
Stratified “problem solving training” (second year)
Local Authority
Selective training “problem solving training”

We have a long list of satisfied clientele and high accolades as an education and training company.

Related Problem Solving Training Courses

Explanation of Problem Solving Skills

A lot of companies these days implement some measure of “problem-solving” training and the phrase itself is often overused. But what exactly is “problem-solving”?

Let’s start with an example: suppose that a shopkeeper tells you that they’ve been in a sales slump recently and need a solution to improve business.

You might suggest that they introduce new advertising or come up with a new product, but do these ideas really address the core issue? For example, if the fundamental cause of the shopkeeper’s sales slump is that their products lack attractiveness, an advertisement that brings in more traffic won’t necessarily lead to more sales. Or, if it’s high prices driving down the sales, having a new product may not improve the situation either.

These examples show that the steps you take to solve a problem will have no effect if they do not address the root cause. However, problem solving goes far beyond just thinking about what the cause might be. What every business person should consider is “where” their problem is – using the above example, is it a decline in new customers vs. a decline in repeat customers? Is it lower average spending per customer? Unless you identify exactly “where” the problem is, you may waste a lot of time and resources looking into all the potential causes.

To engage in true “problem-solving”, you must first find out “where” the problem is by recognizing the type of problem itself. Then, you dig into the root cause of the problem. Finally, you propose the appropriate solution for solving the problem. These three steps lay the foundation of our problem-solving training.

Explanation of Problem Solving Skills Difference between Each Sector

The mechanics of problem solving are directly linked to the thought pattern of a company. There are five factors that determine a company’s thought pattern: what, where, why, if, and how. All 5 of these factors should be important considerations for business professionals, but priority can differ depending on the specific industry.

Trading Companies

Employees at a trading company often emphasize a “where” and “how” type of thought pattern. First they mark out which areas have potential (where) and then they seek out a solution (how) without going into a deep analysis of underlying issues (why). Trading companies are likely to engage in new businesses and be constantly looking into new sources of revenue. This means they will likely not concern themselves with the past (why), nor will they spend time thinking about the ideal (what). For those reasons, their priority becomes “Where” and “How.” However, to engage in sustainable, long-term investments, it is necessary to have the skills for analyzing the “what” and “why” as well.

Financial Companies

Although differences exist between the banking, non-banking, investment, and insurance sectors of this industry, most workers in financial companies have a “where” and “how” mindset as seen in trading companies: “Where do we identify target companies?” “How do we provide them a solution?” Although these two patterns are highly valued, bankers, for instance, have to understand “Why” their invested companies’ business does not function properly, and equity/insurance salespersons have to think “Why” they cannot close a deal. True success in this industry requires a utilization of the “why” pattern.

Automobile Companies

This is an industry in which “Where” and “Why” are highly valued. Each car is made of 30,000 parts, and each must be in perfect working order. Giving thorough thought to “where the problem is, and why it happens” is necessary in this industry. However, to invent exciting new automotive features and catch market attention incorporating “what” into your thought pattern is also of crucial importance.

Electronic Goods

“What” is the most important thought pattern in the electronic good industry of B2C businesses. If we take a look at the portable music player’s history, starting with the Walkman and portable CD players evolving into the iPods and other mp3 devices we use today, it’s obvious not all products will last a long time. This is because this industry evolves non-continuously. Therefore, if you focus only on “Where” and “Why,” you will fail to stay current for the next generation of products. Producing the next generation’s “What” using new manufacturing ideas is one of the necessary problem-solving skills for surviving in this industry.

Component, Equipment, Material, and Chemical Manufacturers

For B2B manufactures of components, equipment, materials, and chemical products, the focus is “Where” and “Why.” This is because they do not often change in the short term, and analyzing the current problem and providing a drastic, long-term solution is considered as the norm. However, there is still the possibility that technology will evolve non-continuously, and the ability to think about “what” is also required when they face a change.

Consumer Goods, Food and Beverage

Although companies in these fields are B2C producers, the most important thought pattern is “How.” Because a commodity’s fundamental value does not change much, you do not face the stages in pursuing “What.” In contrast, because customer’s needs change in rapid-fire succession, repeating “How” to get a right answer is considered as very important in problem solving. Moreover, marketing can be classified as “How,” and because consumer’s needs are expected to be segmented, finding “How” after identifying with “Where” is necessary for problem solving.

SIer

“Why” and “How” are two of the most popular thought patterns. Business professionals working in this industry have a habit of thinking “What the cause is, and what the solution is,” and the problem that they face is often already identified. Therefore, they are not good at knowing “Where” the problem is and “What” the goal is. Strengthening problem solving skills to identify what the fundamental problem is very important.

Distribution, Retail and Restaurants

Retail problem-solving often places a disproportionate emphasis on “How.” In the field, each employee is responsible for customer service, buying, and selling. Therefore, many companies conduct various new projects until one of them becomes successful. To begin with, if these employees think of “where the problem is” and “what the cause is,” they can be more efficient in problem-solving.

Pharmaceutical Companies

In this field, researchers focus on a “Why” pattern while salespersons are more concerned with “How”. Because research development puts more value on analyzing “Why it happens” instead of “Where,” researchers tend to firmly establish the correlation of cause and result. For salespeople, because differentiation factors are limited, they tend to place a disproportionate weight on a thought pattern like “How to behave.” With increasing globalization, the importance of “What,” (which requires you to think about how your company should evolve) is becoming more and more of a necessary thought pattern.

IT Companies

As expected, IT companies tend to focus too much on “How.” This is because this industry frequently changes, and they face consistent challenges until the release of the latest solution. However, once the company matures enough, the problem of operation management requires employees to strengthen their skills with “Where” and “Why.”

Real Estate

Developers, contractors, architects, and agents all have differing needs when it comes to problem-solving skills. However, most people in this field have the tendency to have “How” thought patterns in general. This is because they put priority on behavior such as “construction” and “sales”, and they are not focused on analyzing “Where the problem is” and “Why it happens”. To make your task more efficient, strengthening “Where” and “Why” is necessary.

Public Service

One of the problem solving skills for public servants is focused around finding a “reachable Why”. The common mistake is after identifying problems with “Where,” you find a reason that you cannot implement their solution (Why) and then you are unable to proceed (how). Though it may be some minor improvement at the ground level, it is necessary to find a “reachable Why” and connect it to problem-solving.

For all industries not mentioned above, each one of them have characteristics that beg the questions, “What is the dominant thought pattern?” and “Where should we strengthen our thinking?” Consider your own company — what part of your mindset can you strengthen in order to improve the sustainability of your business?