Lowest abstraction

Aug 11, 2018 | 2 minutes read

Problem solving approches

1: A problem is an opportunity to improve

2: A problem is the difference between your current state and goal started

  1. Problem exploration

    1. State the Problem
      1. State what the problem is
      2. Restate the Problem
      3. State the problem more
    2. Clarify the Problem 1.Define the key terms of the Problem 2.Articulate the assumptions 3.obtain needed information
    3. Explain the problem 1.Discuss the problem with someone else 2.Look at the problem from different viewpoints 3.ask a series of whys
    4. Put the problem in context 1.What is the history of the Problem 2.what is the problem environment 3.what are the constraints
  2. Goal establishment 1.Consider ideal goals 2.Establish practical goals

  3. Idea generation

    1. generate ideas for possible solutions
  4. Idea selection

    1. Evalute the possibilities
    2. Choose the solution(s)
  5. Implementation

    1. Try the solution
    2. Make the adjustments
  6. Evaluation

    1. Determine whether the solution worked

Effects that need to be revived frequently.

Occam’s Razor:

Entities ought not to be multiplied except from necessity.

The Peter Principle. In every hierarchy, whether it be government or business, each employee tends to rise to his level of incompetence.

every post tends to be filled by an employee incompetent to execute his duties. A corollary is that work is accomplished by those who have not yet reached their level of incompetence.

Parkinson’s Law. Work expands so as to fill the time available for its completion. So in order to get a work done. Decrease the time available for it.

The Rule of Redundant Systems. Every critical system should have a redundant backup system.

The Zeigarnik Effect. This is the desire to complete one task before beginning another.

The Turnpike Effect. The availability and unforeseen utility of a resource leads to greater use than was predicted. (ians- in a nutshell) availability shapes demand.

Components of Good Directions TAF [ mnemonic ]


Decision Levels 1. Strategic. Strategic decisions are the highest level. Here a decision concerns general direction, long term goals, These decisions are the least structured and most imaginative;

  1. Tactical. Tactical decisions support strategic decisions. They tend to be medium range, medium significance, with moderate consequences.

  2. Operational. These are every day decisions, used to support tactical decisions. They are often made with little thought and are structured. Their impact is immediate, short term, short range, and usually low cost.

Decision simplifying techniques


Buriden’s Ass

The method is simply to list all the negative points or

drawbacks about each decision.

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