CHAPTER 8

Solving Operational Problems

Analyzing Problems

Identifying Discrepancies

Specifying the Problem

Determining the Boundaries of the Problem

Clarifying Problem Perspectives

Identifying Insidious Problems

CONSIDERING ALTERNATIVE SOLUTIONS

Developing Criteria Making Ideas Concrete Considering Tradeoffs

MAKING DECISIONS

Making Risk-Taking Decisions Prudently

EVALUATING RESULTS

Improvement in reading level by one grade Overall improvement in school grade

average Reduction in juvenile arrests Improved youth/parent communication

episodes Improvement in school attendance Reduction in fighting episodes

COMMONLY USED EVALUATION DESIGNS

One-Group Post test Only Design Post test Only Design with Nonequivalent

Groups One Group Pretest/Post test Design Quasi-Experimental Design

CORRECTIVE ACTION

If the organization does achieve its objectives, these questions could be asked:

– Given the nature of the problem and the resources that were avail able, were the objectives set too low?

– Was the cost worth the accomplishment?– Even though you achieved the objectives, does the

basic problem remain essentially unchanged?– Does solving this particular problem create other

problems to deal with?– Has reaching these particular goals interfered with

the achieve ment of other objectives; if so, do the balances have to be redressed?

If the organization does not achieve its objectives, these questions could be asked:

• Were adequate resources (staff and funding) available to do the job?

• Were objectives set unreasonably high?• Was the timetable appropriate?• Given the time and financial constraints and

other demands, should the organization redirect its energies to other broad problem areas?

SUMMARY

The willingness to base decisions on a critical review of changing circumstances is at the core of the problem-solving process.

This attitude reflects a planning style that is open to constantly changing conditions, flexible in adapting to new needs, and willing to make modifications based on new situations.

By accompanying a built-in review with flexibility, an organization can avoid adhering to an approach that goes nowhere.

It embraces the complex and kaleidoscopic nature of the real world in which everything is in constant flux.

The problem-solving process is never-ending and ever-challenging.

QUESTIONS FOR DISCUSSION

1. Define a particular problem in your organization. How might you redefine it more broadly or narrowly?

2. How might various people in your agency have different perspectives of a problem?

3. In regard to a particular program your agency sponsors, what are its advantages and disadvantages?

4. How does your organization monitor its programs?