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Scientific Problem Solving

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Presentation on theme: "Scientific Problem Solving"— Presentation transcript:

Exploring Physical Science

Chemistry UNIT 1. Susie Smith August, 2010 Chemistry is the study of matter.

Unit 1 Introduction Chapter 1

Scientific Measurements

Chapter 1 The Nature of Science. I. How Science Works Science – the process of trying to understand the world Science – the process of trying to understand.

SCIENTIFIC METHOD #1 : IDENTIFY THE PROBLEM OR ASK A QUESTION BASED ON AN OBSERVATION.

1.1 Objectives Explain how science and technology are related. List the major branches or natural science and describe how they overlap. Describe the.

The World of Physical Science. » __________ is a process of gathering knowledge about the natural world. » Can you give some examples of sciences?

3 branches of science.

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Nature of Science TEST REVIEW.

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Scientific Thinking and Problem Solving - PowerPoint PPT Presentation

Scientific Thinking and Problem Solving

Science does not absolutely prove anything - only provides data for the existence of phenomena. ... rationalism: the practice of logical reasoning ... – powerpoint ppt presentation.

• No way of thinking or, however ancient, can be trusted without proof.
• Henry David Thoreau
• The exploration of nature
• Scientists look for organization in nature and try to explain it.
• Science does not absolutely prove anything - only provides data for the existence of phenomena.
• Scientific Law
• Scientific Theory
• Scientific Hypothesis
• Natural phenomenon observed, tested and explained
• Repeatably observed over and over again without exception
• Greatest degree of certainty
• Ex. Law of Gravity
• Many facts, ideas and explanations
• Unified into a central explanation
• High degree of certainty among scientist studying problem
• Subject to continued revision and testing
• Ex. Global Warming
• Variety of tentative or possible explanations for an observation
• Used to generate questions and tests for the hypothesis
• Often changing as hypothesis is refined
• Ex. Mass extinctions terrestrial, extraterrestrial or natural causes
• Hypothesis an educated guess as to the outcome of a particular experiment or phenomenon.
• Observation a set of data based on measurements obtained using one or more of the five human senses, including instrumentation designed to enhance those senses, such as telescopes or microscopes.
• Data a set of observations
• Experiment a test designed to eliminate a possible outcome or to verify the occurrence of a phenomenon
• Prediction statement of a particular outcome that must be true if a hypothesis is true.
• Observation and development of a meaningful question to identify a significant problem. The question must be stated in a way that it is possible to answer it.
• Gather information to solve the problem or further investigate.
• Propose a solution hypothesis
• Test the hypothesis
• Experiments
• Make further observations
• If the hypothesis fails it is rejected or modified
• If the hypothesis is not rejected it is tested over and over. If it remains valid through many tests it becomes knowledge.
• Formulating questions about observed phenomenon.
• Must eliminate realm of possibilities and focus the question.
• Probable answers are explored
• Generate questions (hypotheses) as why the car will not start
• Information must be sensible, measurable, and repeatable, so that others can make the same observations
• Information is gathered from the reliable sources (library) or past (empirical) experiences.
• Evidence that one can see, hear, touch, taste, or smell it is evidence that is susceptible to one's senses.
• Foundation for reliable knowledge What you can see and experience.
• Contrast to
• Authoritarian Evidence Information passed through sources such as Teachers.
• Circumstantial Evidence Motive, Cause and Opportunity
• Car wont start
• What have I observed, heard, smelled that may be cause of the problem
• Gather reliable Information
• Hypotheses and Null Hypothesis
• Informed, testable, and predictive solution to a scientific problem
• Developed Through
• Deductive Reasoning
• Inductive Reasoning
• Deduce facts by eliminating all possible outcomes that do not fit the facts
• All possible outcomes are eliminated until only one possibility remains
• Car will not start
• Test all components
• Component not working is the problem
• Is this a practical approach?
• Building a house of cards
• Every test occurs the same so it must be true
• Cant test every system on the car
• Test what we believe is the problem
• If it fails the problem is identified however..
• Observations
• Assumptions
• Process of arriving at a conclusion through the use of logic.
• Differs from Emotional, Hopeful and Wishful Thinking that use bias and personal belief.
• Refine and develop through rational thinking
• If I leave it alone it will start tomorrow
• It will not start because I have an important task to accomplish
• Test the Hypothesis
• Alternative ideas and hypotheses
• Bias of Interpretation
• The constant questioning of beliefs and conclusions.
• Test the logical consequences to see if your beliefs match objective reality.
• Look for political, monetary and other motivations that may bias information.
• Solution for car expensive when repair is not necessary
• Accept, Refine or Reject the Hypothesis

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Problem Solving PowerPoint Templates

Make your presentations stand out with our Problem-Solving templates and PowerPoint and Google Slides slide designs. These templates are easy to edit and can help you create presentations about solving problems, finding solutions, and making decisions.

After downloading them, you can personalize these templates by changing the text boxes’ words. You can further change the color of the design to suit your organization’s color.

Our PowerPoint templates work with both Mac and Windows computers. They are also compatible with Keynote and Google Slides. Use any of these slide layouts to captivate your audience and end your presentation with applause.

Lab Report PowerPoint Template

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Who What When Where Why Problem Statement PowerPoint Template

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Problem Solving PowerPoint Template

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Puzzle Pieces Toolkit PowerPoint Template

Problem-solving is required in all the operational aspects of an organization, from planning, controlling, marketing, and manufacturing to managing financial aspects, products, and customers. Our Problem Solution Slide Templates catalog presents slides that will help you analyze data across organization operations and departments to identify problems and then solve these problems.

Our Problem and Solution Slides will enable you as an organization to plan its progress path by allocating the right people and resources to solve problems. You can describe a problem-solving process visually using a slide show.

Solving certain problems can be tough, but using our pre-designed Problem-Solving Templates, you can explain the reasoning behind the solution of a problem. Combining these slides with other problem-solving techniques and tools, like the root-cause analysis slides , the 5-Why slides, or the fishbone templates , individuals and business professionals can prepare compelling presentations explaining how to solve an easy or difficult problem.

What Is A Problem Statement Slide?

A problem statement slide is a visual component to analyze and present your organizational problem and a suitable solution. It is meant to outline the specific issue or challenge that a project, initiative, or proposal aims to address.

How Do You Write A Problem-Solution Presentation?

Writing a problem solution presentation involves effectively communicating the details of a problem, your proposed solution, and the rationale behind it to your audience. Remember that an effective problem-solution presentation informs, inspires, and motivates your audience to take action.

Can I Customize The Problem Statement Slides For My Specific Needs?

You can customize the problem statement slides to suit your unique requirements. You can modify the text, colors, and fonts and add visuals to align the presentation with your style and content.

What Are The 7 Steps Of A Problem-Solving Template?

A problem-solving template can change based on the situation and the specific problem you’re dealing with. Here’s a basic outline of seven steps that are usually included:

• Define the Problem: Clearly explain the problem you want to solve. Know the background, scope, and goals of the problem.
• Gather Information: Collect useful data and facts about the problem.
• It might involve research, talking to people, surveys, and studying data. The idea is to get a good grasp of what’s going on.
• Generate Potential Solutions: Come up with different ideas to solve the problem.
• Evaluate Options: Evaluate the solutions you thought of. Look at things like if they did work, how much they cost, and what could go right or wrong. It helps you choose the most promising solutions.
• Select a Solution: Decide on the best solution based on your evaluation.
• Implement the Solution: Put your chosen solution into action. Make a detailed plan, get the things you need, and do things step by step.
• Monitor and Review: Check how well the solution works. Get feedback, track progress, and see if it’s doing what you wanted. If needed, make changes based on the feedback you get.

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Problem Solving Lesson

Problem solving lesson presentation, free google slides theme and powerpoint template.

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Training Presentation/Powerpoint:

5 steps of problem solving .

Description  

There are many approaches to problem solving. Although the Six Sigma DMAIC and 8D problem solving methodologies are highly rigorous and require quite a fair bit of tools for data and statistical analysis, these techniques are more suitable for engineers and other professional/technical staff. 

However, for shopfloor supervisors, technicians and operators as well as office/administrative support staff, a lighter and simpler problem solving approach is more suitable. The Five Steps of Problem Solving process was developed specifically for this purpose.  

Based on the Plan-Do-Check-Act (PDCA) approach, the Five Steps of Problem Solving consist of: 

1. Define the Problem 2. Analyze Root Cause 3. Develop Countermeasures 4. Implement Solutions 5. Evaluate & Follow Up. 

The 12 tools covered in this presentation are the more commonly used ones in problem solving, process improvement and kaizen activities. They include Brainstorming, Stratification, Bar Chart, Line Graph, Pie Chart, Radar Chart, Check Sheet, Pareto Chart, 5 Whys, Cause & Effect Diagram, Histogram and Scatter Diagram.

Learning Objectives​

​1. Acquire knowledge of key concepts and principles in PDCA problem solving. 2. Understand team dynamics and define roles within the problem-solving team. 3. Familiarize with the five-step problem-solving process and tools.

4. Discover key strategies for successful problem-solving.

1. Key Concepts & Principles

2. Problem Solving Teams & Roles

3. Five Steps of Problem Solving

4. Problem Solving Tools

5. Practical Tips for Success

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Problem Solving and Decision Making

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Problem Solving and Decision Making. Problem A situation that exists when objectives are not being met. Problem Solving The process of taking corrective action to meet objectives. Decision Making The process of selecting an alternative course of action that will solve a problem.

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Presentation Transcript

Problem Solving and Decision Making • Problem • A situation that exists when objectives are not being met. • Problem Solving • The process of taking corrective action to meet objectives. • Decision Making • The process of selecting an alternative course of action that will solve a problem. • Managers need to make proficient decisions while performing the functions of management.

Management, Decision Making, and Problem Solving • The Relationship Among Management Functions, Decision Making, and Problem Solving • Managers need to make proficient decisions while performing the functions of management.

Steps in Problem Solving Identify the problem Generate ideas Evaluate alternatives Choose among alternatives Implement chosen alternative Learn from feedback

The Decision-Making Model • A six-step model that when properly utilized increases chances of success in decision making and problem solving. Model 4–1

Decision-Making Styles • Reflexive Style • Makes quick decisions without taking the time to get all the information that may be needed and without considering all the alternatives. • Reflective Style • Takes plenty of time to make decision, gathering considerable information and analyzing several alternatives. • Consistent • Tends to make decisions without rushing or wasting time.

Types of Decisions • Programmed Decisions • Recurring or routine situations in which the decision maker should use decision rules or organizational policies and procedures to make the decision. • Nonprogrammed Decisions • Significant and nonrecurring and nonroutine situations in which the decision maker should use the decision-making model.

Decision-Making Structure Exhibit 4–1

Decision-Making Models • Rational Model (Classical Model) • The decision maker attempts to use optimizing, selecting the best possible alternative. • The Bounded Rationality Model • The decision maker uses satisficing, selecting the first alternative that meets the minimal criteria for solving the problem.

Which Decision Model to Use Exhibit 4–4a

Decision-Making Conditions • Certainty • Each alternative’s outcome is known in advance. • Risk • Probabilities can be assigned to each alternative. • Uncertainty • Lack of information or knowledge makes the each alternative unpredictable such that no probabilities can be determined.

Decision-Making Conditions Continuum Exhibit 4–4b

Potential Advantages and Disadvantages of Using Group Decision Making Exhibit 4–3

When to Use Group or Individual Decision Making Exhibit 4–4c

Define the Problem or Opportunity • Distinguish Symptoms from the Cause of the Problem • List the observable and describable occurrences (symptoms) that indicate a problem exists. • Determine the cause of the problem. • Removing the cause should cause the symptoms to disappear or cease. • Symptom: Customer dissatisfaction • Cause: Poorly trained employees • Solution: Implement customer relations training program for employees

Set Objectives and Criteria • Setting Objectives • Involves establishing clear objectives that will make for better decisions. • Objectives state what the decisions should accomplish in solving a problem or taking advantage of an opportunity. • Setting Criteria • Involves setting standards that an alternative must meet to be selected as the decision that will accomplish the objective.

Generate Creative Alternatives • Innovation • The implementation of a new idea • Product innovation (new things) • Process innovation (new way of doing things) • Creativity • A way of thinking that generates new ideas • The Creative Process • Preparation • Incubation and illumination • Evaluation

Stages in the Creative Process Become familiar with the problem; generate as many alternatives as possible. Take some time before working on the problem again to gain additional insight. Before implementing the solution, evaluate the alternative to be sure it is practical. Exhibit 4–5

Characteristics of Useful Information • Timeliness • Quality (Accuracy) • Completeness (Amount) • Relevance Exhibit 4–6

Group Decision-Making Techniques That Foster Creativity Exhibit 4–7

Generating Creative Alternatives • Brainstorming • The process of suggesting many possible alternatives without evaluation. • Synectics • The process of generating novel alternatives through role playing and fantasizing. • Nominal Grouping • The process of generating and evaluating alternatives using a structured voting method that includes listing, recording, clarification, ranking, discussion, and voting to select an alternative.

Generating Creative Alternatives • Consensus Mapping (Ringi) • The process of developing group agreement on a solution to a problem. • Delphi Technique • The process of using a series of confidential questionnaires posed to experts to refine a solution.

Responses That Kill Creativity Exhibit 4–8

Analyzing the Feasibility of Alternatives • Quantitative Techniques • Break-even analysis • Capital budgeting • Payback • Discounted cash flow • Linear programming • Queuing theory • Probability theory

Cost-Benefit (Pros and Cons) Analysis • Cost-Benefit Analysis • A technique for comparing the cost and benefit of each alternative course of action using subjective intuition and judgment along with math. • The Alternative Analysis Techniques Continuum: Exhibit 4–10

Plan, Implement, and Control • Plan • Develop a plan of action and a schedule of implementation. • Implement the Plan • Communicate and delegate for direct action. • Control • Use checkpoints to determine whether the alternative is solving the problem. • Avoid escalation of commitment to a bad alternative.

Decision Tree Exhibit 4–11

Situational Management: Decision Making Model 4–2a

Situational Management: Decision Making (cont’d) Model 4–2b

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Scientific Problem Solving

Scientific Problem Solving ( SPS ) Pokok bahasan : 1. Pengertian dan fungsi SPS 2. Pengertian masalah dan langkah – langkah pemecahan masalah 3. Konsep dasar pengambilan keputusan 4. Praktek studi kasus Tujuan : 1. Memahami pengertian dan fungsi SPS 2. Memahami apa itu masalah, cara menganalisa serta bagaimana langkah – langkah pemecahannya. 3. Memahami konsep dasar pengambilan keputusan Pendalaman Materi Scientific problem solving adalah pengolahan dari masalah – masalah berdasarkan bahan – bahan yang ada untuk kemudian dipecahkan, diatasi dan diselesaikan dengan pendekatan ilmiah. Masalah adalah kenyataan / realitas yantg menunjukkan adanya jarak antara rencana dan pelaksanaan, antara Das sollen dengan Das Sein ( apa yang idharapkan dengan apa yang menjadi kenyataan ) Jarak antar das sein dan das sollen biasanya dapat berupa : ketimpangan, kelangkaan, kekurangan, staknasi/berhenti, ketidak tahuan dll. Menurut Drs. Taliziduhu M. dalam buku Riset Teori Methodolgi Administrasi, masalah bisa terjadi dalam kondisi sebagai berikut :  Dalam keadaan atau kejadian bila dibandingkan apa dan bagaimana yang timbul atay terjadi ( fakta yang ada ) dengan target yang telah ditentukan.  Didalam keadaan atau kejadian bila dibandingkan bagaimana dahulu dan sekarang.  Didalam keadaan atau kejadian dimana ketentuan – ketentuan yang seharusnya dilaksanakan, dibandingkan dengan kenyataan  Didalam keadaan atau kejadian bila persediaan ( suplay ) dibandingkan permintaan ( demam )  Didalam keadaan atau kejadian, dimana keinginan ( cita – cita ) dibanding dengan pengejawantahan/hasilnya.

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