PROBLEM DEFINITION

CREATIVE PROBLEM
SOLVING
BERPIKIR SOLUSI KREATIF

OBJECTIVES
Finding out where the problem came from
Provide different techniques to define real
problem instead of perceived problem

OUTLINE
o Steps For Problem Definition
o Problem Definition Techniques

MINGGU KE-4

o Yes/No Tree
o Present State, Desired State, And Duncker
Diagram
MINGGU KE-5
o K.T. Problem Analysis

o Should All The Problem Be Solved?

A PROBLEM WELL
STATED IS A
PROBLEM HALF SOLVED
(Willingham 1999, 162)

Before you can solve anything...

You need to realize that theres a problem

If youre better at identifying the root causes of

the problem,
the better youll get at developing effective solution

PROBLEM SOLVING

Define

Generat
e

Decid
e

Implem
ent

Evalua
te

WHATS IN DEFINE?
STEPS FOR PROBLEM
DEFINITION
Diagnose the situation
Identify the root cause of the problem

WHAT IS ROOT CAUSE OF A

PROBLEM?
The highest level of a problem
The evil at the bottom
The origin of a chain of failures

LEVEL OF CAUSES
SYMPTOM

The seminar was

with few participants

PHYSICAL CAUSE

The promotion
posters were not
enough spread

POTENTIAL ROOT
CAUSE

The promotion team

lacked numbers

Toast is burned
Toaster did not eject
bread when timer
expired, due to
excess buildup of
bread crumbs in
mechanism
No process for
cleaning toaster at
regular intervals

PROBLEM DEFINITION
TECHNIQUES

LOGIC TREE
(YES/NO TREE)

PRESENT STATE,
DESIRED STATE,
AND DUNCKER
DIAGRAM

K.T. PROBLEM
ANALYSIS

LOGIC TREE (YES/NO TREE)

YES

Have you ever

been to a
seminar?

NO

Reason:
Nobody ever
told me about a
seminar

Do you know
about the
seminar?

STEPS FOR LOGIC TREE

(YES/NO TREE)
List all the potential root causes
Develop a hypothesis
Test the hypothesis by gathering
information
Clarify and determine the root
cause

EXAMPLE OF YES/NO TREE

OVERSLEEPING

EXERCISE
CARI LAGI

YES/NO
TREE

KEPNER-TREGOE PROBLEM
ANALYSIS
Situation
appraisal
(where are
we?)
Problem
analysis

Decision
analysis

Potential
problem
analysis

KEPNER-TREGOE PROBLEM
ANALYSIS
Most useful in troubleshooting
operations where the cause of the
problem or fault is not known
What is the problem vs What is not
Where does the problem vs Where is everything
occur
okay
When did the problem first vs When was everything
occur
okay
What is the extent

KEPNER-TREGOE PROBLEM
ANALYSIS
The Four K.T. Dimensions of a Problem (hal
69)

EXAMPLE
KEPNER-TREGOE PROBLEM
ANALYSIS
Contoh Fear of Flying (hal 71)

EXERCISE
KEPNER-TREGOE PROBLEM
ANALYSIS
CARI DI BUKU FOGLER

PRESENT STATE / DESIRED

STATE

.Describing the present state 2. Describing the

desired state

THE DUNCKER DIAGRAM

Contains two major pathways to go from
Present State
(the problem
statement)

Desired State
(an
acceptable
problem
solution)

NEW PROBLEM
STATEMENT

Duncker Diagram
General Solution

Functional Solutions:
What to do

Specific Solutions:
How to do it

EXAMPLE
DUNCKER DIAGRAM

THE KINDERGARTEN
COP
(PAGE 61)

KINDERGARTEN COP

EXERCISE
DUNCKER DIAGRAM
CARI DI BUKU FOGLER

WHICH TECHNIQUE TO
CHOOSE?
Its a matter of personal choice
Your approach:

To be organized
Be creative

SHOULD ALL THE PROBLEM

BE SOLVED?
What are the
resources available?
How many people
required?
For how long?
How soon do you need
a solution?

DECIDE

Click icon to add picture

THANK YOU

DECISION TABLE
One of two tools
is likely to be
useful for
deciding which
issues
justify the
allocation of
resources to
conduct a root

decision table

APAKAH SETIAP MASALAH

HARUS DISELESAIKAN?
Sumber-sumber apa saja yang tersedia untuk menyelesaikan masalah?
Berapa banyak orang yang dibutuhkan untuk mengalokasikan masalah,
dan untuk berapa lama?
Kapan solusi dibutuhkan? Hari ini? Besok? Tahun depan?
Note that even though a problem might have minimal risks or direct
cost, if it occurs at a high frequency it may disrupt the organization in
ways that are more troublesome than immediately apparent. For
example, it might cause a reduction in capacity, which could begin to
affect on-time delivery or the ability to take on new business.

Whether or not the problem needs to be solved: pdf page 123,

fogler page 74
Logic tree, pdf page 203

MENGEMBANGKAN
HIPOTESIS
Dengan mengembangkan hipotesis dan menganalisis alasan yang
mendasarinya, seseorang akan mampu menguji kebenarannya,
sehingga solusi yang produktif dapat diperoleh.
Bila hipotesis benar, selanjutnya dapat memfokuskan mencari
solusi

MENGUJI HIPOTESIS
1. Mengumpulkan dan menganalisis data untuk solusi yang lebih
baik

ANALISIS DAN IDENTIFIKASI

AKAR PERMASALAHAN
1. Menganalisis data-data hasil uji hipotesis
2. Membandingkannya dengan hipotesis
3. Menyimpulkan akar permasalahan dari hasil analisis data
Contoh table di buku ken hal 42

General Solution

Functional Solutions

Specific Solutions

Symptom
Physical cause
Root cause

LOGIC TREE (YES/NO TREE)

1. List down a hypothesis for the potential root cause
2. Write down a yes/no question relating to the root cause
3. Complete the tree until every question resolved

Contoh: concert
Exercise: oversleeping