PATAN ACADEMY OF HEALTH SCIENCE

SCHOOL OF NURSING AND MIDWIFERY

(LALITPUR NURSING CAPMUS)
SANEPA, LALITPUR

PROBLEM SOLVING APPROACHES

SUBMITTED TO SUBMITTED BY
Karuna Bajracharya Isha Bhusal
Assistant Professor MN 2nd Year
Lalitpur Nursing Campus Roll No. 17

Date of Submission: 2079/10/19

 WHAT IS PROBLEM?
The English term "problem" finds it origin in the Latin word "problema" and the Greek word
"problema." Terry & Franklin (1988) define problem as "a deviation from some standards, or
desired level of performance, to which a person is committed to find a solution,". We can say
that problem is an obstacle, impediment, difficulty or challenge, or any situation that
invites resolution; the resolution of which is recognized as a solution or contribution toward a
known purpose or goal.

WHAT IS PROBLEM SOLVING?

Trying to find a solution to a problem is known as problem solving. Problems are the
challenges that provide managers with the opportunity to prove them to be creative and
skillful. Problem solving is a life long skill developed from birth through adulthood.
Problem solving is considered as the most complex of all intellectual functions and has been
defined as a higher-order cognitive process that requires the modulation and control of
more routine or fundamental skills. Problem solving is an active process that starts with a
problem and ends with a solution. Nurses address multiple needs and problems of patients on
a daily basis. Some problems are uncomplicated and require one simple solution. Other
problems may be complex and require more analysis by the nurse.

APPROACHES TO PROBLEM SOLVING

1. Rational Approach to Problem Solving
Use of this approach includes a comprehensive and logical approach to problem solving. One
of the most common problem-solving approaches, the rational approach is a multi-step
process that works well for a wide range of problems. A major advantage of this approach is
that it gives a strong sense of order in an otherwise chaotic situation and provides a
common frame of reference from which people can communicate in the situation. A major
disadvantage of this approach is that it can take a long time to finish. Some people might
argue, too, that the world is much too chaotic for the rational approach to be useful.

Step I: Identifying and Prioritizing Problem

The first step in problem solving process is identifying the problem. At this stage, time and
effort should be spent only in gathering data and information that is relevant to the
identification of the real problem. If the problem solver doesn't have all the facts, he/she may
miss the best solution. Moreover, the decisions based on the facts are widely accepted.
Every problem should be correctly diagnosed. For the correct diagnosis of the problem,
facts must be gathered through a thorough analysis of the situation.
Research, results from experimentation and studies, interviews of "experts" and trusted
sources, observed events: past or present, either personally observed or reported are some of
the means for gathering information. It is very important to identify the decision makers
and the stakeholders: individuals, groups, and organizations that are affected by the
problem or its solution. The information needs to include the boundaries or constraints of
the situation that are difficult to change; which may include lack of funds or other resources.
If a solution is surrounded by too many constraints, the constraints themselves may be the
problem.
Opinions of decision makers, committees or groups, or other powerful groups will be
important to the success of the decision. Here one must get into the root cause of the
problems (real problem) rather than the symptoms. After the real problem(s) has been
diagnosed setting the priorities among the problems becomes crucial. The prioritization is
based on the urgency of solving the problem; risk involved in ignoring/delaying or benefits
of acting on it, the resources available; presenting constraints cost-effectiveness or the
justification of cost involved or the things at stake; and time factor.

Step II: Explore Possible Alternative Solutions

Once the problem has been identified or diagnosed, all possible solutions should be
considered.
There are usually a number of ways to solve a problem. Some solutions may be quick and
economical, but not as effective as other alternatives. The greater is the number of
appropriate alternatives generated, the greater the chance that the manager's decision will be
of high quality. The presenting facts, past experience of the decision maker, experts' opinion
on the matter, and the responses of the group members are the common means of exploring
the potential solutions. Brainstorming technique can be used here to generate all possible
alternatives.
When the responsibility of decision-making is shared among the group members,
disagreement over the alternatives might stimulate participant's imagination and creative
thoughts. Therefore all the possible solutions should be analyzed.
Elbing (1970) has proposed that alternatives should be judged against the criteria as follows:
It should be in line with the organizational policy.
It should be of quality and meet the organizational objectives satisfactorily. It should be
acceptable to the stakeholders and the implementers. It should consider all the risk involved.
Its effectiveness should be evaluated in terms of anticipated response to it. The alternatives
must be arranged in proper sequence for easy implementation and monitoring of their impact.

Step III: Select the Best Alternative to Resolve the Problem

The third step is to select an alternative that seems to solve the problem best. Here, SWOT
analysis, which takes from the information from an environmental analysis and separates it
into internal (strengths and weaknesses) and external issues (opportunities and threats), can
be applied. In selecting the most suitable and feasible solution or alternative, which is fairly
flexible, a manager must try to consider multiple factors, like safety of the stakeholders;
staff acceptance and morale; cost involved and risk of failure (expected gain is
proportionately higher than the risk involved); availability of optimum resources, etc. Note
the difference between "important" and "urgent" problems. Often, what we consider to be
important problems are just urgent problems only. The problem presented by some staff as
urgent to them, at times turn out as not so important problem.
Actually, important problems deserve more attention.

Step IV: Implement the Best Alternative Solution to Resolve the Problem
Deciding on the best alternative is not the end of process, but really a beginning. In fact,
implementation is the integral part of problem solving. Implementation means putting the
selected alternative or solution into action and seeing through its completion. Step-by-step
process or actions for solving the problem should be preceded by developing the
communication strategy for notifying stakeholders, allocation of resources, and timeline for
implementation. The decisions can only be made effective through the action of people. In
order to increase implementer's commitment for the problem resolving and to decrease
their resistance to it, the following questions should be asked:

 Was participatory approach used in deciding this solution?

 Has the decision got the support from the top management?
 Have the implementers been well informed about the decision?
 Is the responsibility of each implementers is well defined?
 Has the deadline for the end-results been set?
 Has the opportune time been determined for implementation of decision?
 Has the resources needed been obtained?

Step V: Follow-up the Problem Solving Process

Feedback provides the means of determining the effectiveness of the implementation of
alternative or solution. Sometimes a manager, in spite of his best efforts, may not be able to
choose the best alternative due to various reasons. The prime reason is that some guesswork
becomes inevitable in almost every decision, because of the cost and time involved in
securing all the fact needed to analyze the problem. A wrong decision can be also be taken by
a manager on the account of his/her limited capacity.
Therefore, we can say that the major factors that might affect his/her decisions could be:
unavailability of complete data, time pressure, manager's propensity for risk, manager's
values and beliefs, limited resources, non-participatory approach to decision-making,
unforeseen constraints, and attitude of higher management. To safeguard against wrong
decisions, a mechanism should be built into the process that would provide a periodic report
of the implementation progress. The variance between the planned and actual results
would help either to modify/correct the decision or to adopt other better alternative.
To summarize, the quality of manager's decision determine both the competence of a
manager as well as the efficiency and effectiveness of an organization. Our implementation
will only be successful if we are monitoring our solution, the effects of it on resources and
stakeholders, our timeline, and our progress. As we monitor our progress, if results are not
what we expect, we have to review our options and alternatives.

Tips for Problem-Solving

 If the problem we are trying to solve has already been solved by others, by all means
learn that solution first, even if we intend to improve on it.
 Begin by solving the simplest version of the problem.
 Build our solution incrementally.
 Avoid focusing on a single solution.
 Avoid hidden assumptions.
 Be patient and persevere
 Don't expect to find permanent answers.

2. Collaborative
This approach involves including multiple people in the problem-solving process.
Brainstorming should include a diverse group of stakeholders: people who are affected by
 the problem and/or may be affected by any changes made in an attempt to solve it.
Continuous feedback is seek from these stakeholders while monitoring the implementation of
the solution to make sure it works well for everyone.

3. Creative
The creative approach mirrors the rational approach but places greater emphasis on the
brainstorming phase. People using the creative approach utilize ideation techniques such as
mind mapping, storyboards and analogies.

4. Historical
The historical approach is helpful when the problem facing has precedent within the field or
industry. Researching how others have solved the problem can guide to develop solution.

References
 Singh I. Leading and managing in health. 9 th ed. Kathmandu: Hisi Offset Printers Pvt. Ltd,
2017. 104-09pp.
 Kelly P. Leadership and management in nursing. 2 nd ed. India: Cengage Learning India Pvt.
Ltd, 2011. 463p.
 Indeed. Approaches to problem-solving for every situation. 2022.
https://www.indeed.com/career-advice/career-development/approaches-to-problem-solving