|Step |Description | |Step 1: Identify the problem |You have to figure out what it is that you are trying to figure out. | | |It’s important that you identify the problem before trying to solve | | |it. How do you supposed to solve a problem if you haven’t identify it | | |first. | |Step 2: Discover the causes of the problem |After you have identify the problem then you have to find out where | | |the problem come from. You have to find the roots of the problem so | | |that you can start at the bottom of it.
The problem needs to be outlined before the process can take way. To outline the problem, they need to ask what issues exist and the problem and its causes must be studied in detail (Goodman, 2012). The answers to these questions help the policy makers to distinguish which policy changes are needed to be made to address the problem, if any. After identifying the problem and studying its details, the new policy may be developed or formulated. This becomes the formulation process.
It is choosing one path over the other path. Weighing the options of one course over the other course brings decision-making forth. Critical thinking, problem solving & decision-making differentiated One of the main
A troubleshooting model are the steps that you would take to resolve one or more issues. Some of the different ways you could use to troubleshoot an issue could include: -Identify the problem that is happening -Try to create a theory to help determine a cause -Test the theories that were developed -Establish an action plan to quickly resolve the issue -Implement the action plan -Verify and test the system to make sure it is
These views can be compared to Boud et al. (1985), cited in Farrelly (2010: p.26) which states that reflection is; “A complex and deliberate process of thinking about and interpreting experience in order to learn from it.” These three definitions demonstrate that reflection is a process of evaluating an incident and changing things, in order to provide better understanding and practice. This is supported by Schön (1983) who described that reflection is the way in which the knowledge that underpins practice can be discovered and improved. Miller et al. (2008) suggest that in order for professionals to challenge their practice, they must reflect on their practice.
* Generating Alternative Solutions * The second stage of decision-making links problem diagnosis to the development of alternative courses of action aimed at solving the problem. These solutions range from ready-made to custom made. * Evaluating Alternatives * The third stage of decision-making involves determining the value or adequacy of the alternatives generated or alternative courses of action which can be implemented depending on how the future unfolds called a contingency plan * Making the Choice * The fourth stage of decision-making, once you have considered the possible consequences of your options, is making your decision. As you make your decision, important concepts include maximizing, satisficing, and optimizing. * Implementing the Decision * The fifth stage of decision-making
Critical thinking tools have been created to help make the critical thinking process easier. Many people apply the critical thinking tools differently. The way the tools are applied, based on the individual applying the tools, depends on the situation or the job that was performed. In the thinking critical simulation the problem evaluation tools and techniques used are framing the problem, making the decision, and evaluating the decision. These three tools also can be broken down into steps.
Anti-discriminatory practices have to grapple with theoretical difficulties and have to make sense of and work with competing values and belief systems. Self-awareness and the ability to
In order to transfer information to become automatic, one must ask the essential question, “Which processes need to become automatic?” From there, we can evaluate the information we decide to practice. The problem lies within how to do this – do we go with rote practice, or do we explore other methods? In
The Pareto Analysis is a simple technique for prioritizing possible changes by identifying the problems that will be resolved by making these changes. By using the Pareto Principle DHS can identify and list problems and their causes, determine the urgency of each problem, collate the problems by their cause, and then work on a solution for the problem deemed of “highest importance.” For DHS the Pareto Analysis not only shows the most important problem to solve, it also gives a percentage of how severe the problem is. Pros and Cons decision-making