Chapter 5

Analyzing and
Selecting a Solution
‫ﺗﺤﻠﯿﻞ واﺧﺘﯿﺎر اﻟﺤﻞ‬
 Introduction
• With many different solutions in hand,
the researchers need to analyze those
solutions to determine the effectiveness
of each one.
• The next step in the process is to select
one or more solutions from the
possibilities.
• With a short list of possibilities, you can
do a final analysis to come up with one or
more of the best solutions to the problem
‫ﻣﻊ اﻟﻌدﯾد ﻣن اﻟﺣﻠول اﻟﻣﺧﺗﻠﻔﺔ ﻓﻲ‬ •
‫ ﻓﺳﯾﻛون اﻟﺑﺎﺣﺛون‬، ‫ﻣﺗﻧﺎول اﻟﯾد‬
‫ﺑﺣﺎﺟﺔ إﻟﻰ ﺗﺣﻠﯾل ﺗﻠك اﻟﺣﻠول ﻟﺗﺣدﯾد‬
.‫ﻓﻌﺎﻟﯾﺔ ﻛل واﺣد‬
‫اﻟﺧطوة اﻟﺗﺎﻟﯾﺔ ﻓﻲ اﻟﻌﻣﻠﯾﺔ ھﻲ‬ •
‫اﺧﺗﯾﺎر واﺣد أو أﻛﺛر ﻣن اﻟﺣﻠول ﻣن‬
.‫اﻻﺣﺗﻣﺎﻻت‬
،‫ﻣﻊ ﻗﺎﺋﻣﺔ ﻗﺻﯾرة ﻣن اﻻﺣﺗﻣﺎﻻت‬ •
‫ﯾﻣﻛﻧك اﻟﻘﯾﺎم ﺑﺗﺣﻠﯾل ﻧﮭﺎﺋﻲ ﻟﻠﺗوﺻل‬
‫إﻟﻰ واﺣد أو أﻛﺛر ﻣن أﻓﺿل اﻟﺣﻠول‬
‫ﻟﻠﻣﺷﻛﻠﺔ‬
 Introduction
• This Chapter helps participants:
ü Consider is the criteria or goals for getting
the results,
üDistinguishing between wants and needs.
üIntroduces the cost/benefit analysis as a
method of analyzing results
üDiscusses that final analysis,
ü Tool for selecting a results called Paired
Comparison Analysis.
ü It also discusses analyzing potential
problems that may arise with a selected
results.
:‫ﯾﺳﺎﻋد ھذا اﻟﻔﺻل اﻟﻣﺷﺎرﻛﯾن‬
‫ اﻟﻧظر ھو اﻟﻣﻌﺎﯾﯾر أو اﻷھداف‬ü
، ‫ﻟﻠﺣﺻول ﻋﻠﻰ اﻟﻧﺗﺎﺋﺞ‬
.‫ اﻟﺗﻣﯾﯾز ﺑﯾن اﻟرﻏﺑﺎت واﻻﺣﺗﯾﺎﺟﺎت‬ü
‫ اﻟﻌﺎﺋد‬- ‫اﻟﻔواﺋد‬/‫ ﯾﻘدم ﺗﺣﻠﯾل اﻟﺗﻛﻠﻔﺔ‬ü
‫ﻛطرﯾﻘﺔ ﻟﺗﺣﻠﯾل اﻟﻧﺗﺎﺋﺞ‬
،‫ ﯾﻧﺎﻗش ذﻟك اﻟﺗﺣﻠﯾل اﻟﻧﮭﺎﺋﻲ‬ü
‫ أداة ﻟﺗﺣدﯾد ﻧﺗﺎﺋﺞ ﺗﺳﻣﻰ "ﺗﺣﻠﯾل‬ü
."‫ﻣﻘﺎرﻧﺔ اﻟﻣزدج‬
‫ ﻛﻣﺎ ﯾﻧﺎﻗش ﺗﺣﻠﯾل اﻟﻣﺷﺎﻛل‬ü
‫اﻟﻣﺣﺗﻣﻠﺔ اﻟﺗﻲ ﻗد ﺗﻧﺷﺄ ﻣﻊ ﻧﺗﺎﺋﺞ‬
.‫ﻣﺧﺗﺎرة‬
 Analyzing the Data
‫ﺗﺤﻠﯿﻞ اﻟﺒﯿﺎﻧﺎت‬
Data - (Processing)- Information
Types of data: :‫أﻧواع اﻟﺑﯾﺎﻧﺎت‬

• Qualitative data: :‫اﻟﺑﯾﺎﻧﺎت اﻟﻧوﻋﯾﺔ‬

üThe data that describes individuals ‫اﻟﺑﯾﺎﻧﺎت اﻟﺗﻲ ﺗﺻف اﻷﻓراد ﻣﺛل‬
i.e. hair color, eye color. .‫ وﻟون اﻟﻌﯾن‬،‫ﻟون اﻟﺷﻌر‬

• Quantitative data: :‫ا ﻟ ﺑ ﯾ ﺎ ﻧ ﺎ ت ا ﻟ ﻛ ﻣﯾ ﺔ‬

üThe data that describes individuals ‫اﻟﺑﯾﺎﻧﺎت اﻟﺗﻲ ﺗﺻف اﻷﻓراد ﻓﻲ‬
in the form of numbers i.e. the .‫ﺷﻛل أرﻗﺎم أي اﻟدرﺟﺎت واﻟراﺗب‬
grades, the salary.
 Analyzing the Results-Developing Criteria
‫ ﺗﻄﻮﯾﺮ اﻟﻤﻌﺎﯾﯿﺮ‬- ‫ﺗﺤﻠﯿﻞ اﻟﻨﺘﺎﺋﺞ‬
• The criteria for an effective results to the situation ‫اﻟﻣﻌﺎﯾﯾر اﻟﺧﺎﺻﺔ ﺑﺎﻟﻧﺗﺎﺋﺞ اﻟﻔﻌﺎﻟﺔ ﻓﻲ‬
should consider the following: ‫اﻟﻣوﻗف ﻻ ﺑد آن ﻧﺄﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر‬
:‫اﻟﺗﺎﻟﻲ‬
First: TIMING ‫ اﻟﺗوﻗﯾت‬:ً‫أوﻻ‬
ü Is the situation urgent? ‫ ھل اﻟوﺿﻊ ﻣﻠﺢ؟‬ü
üWhat are the consequences for delaying action? ‫ ﻣﺎ ھﻲ اﻟﻌواﻗب اﻟﻣﺗرﺗﺑﺔ ﻋﻠﻰ ﺗﺄﺧﯾر‬ü
‫اﻟﻌﻣل؟‬
Second: TREND
:‫ اﻻﺗﺟﺎه‬:ً ‫ﺛﺎﻧﯾﺎ‬
ü What direction is the situation heading? ‫ ﻣﺎ ھو اﻻﺗﺟﺎه اﻟذي ﺗﺗﺟﮫ إﻟﯾﮫ‬ü
üIs the situation getting worse? ‫اﻟﺣﺎﻟﺔ؟‬
üDoes the situation have a low degree of concern ‫ ھل اﻟوﺿﻊ ﯾزداد ﺳوءا ً؟‬ü
‫ ھل ھﻧﺎك ﻗﻠق ﻣﻧﺧﻔض ﻋﻠﻰ اﻟوﺿﻊ‬ü
when considering the future of the ‫ﻋﻧد اﻟﻧظر ﻓﻲ ﻣﺳﺗﻘﺑل اﻟظروف؟‬
circumstances?
 Analyzing the Results-Developing Criteria
‫ ﺗﻄﻮﯾﺮ اﻟﻤﻌﺎﯾﯿﺮ‬- ‫ﺗﺤﻠﯿﻞ اﻟﻨﺘﺎﺋﺞ‬
Third: IMPACT :‫ اﻷﺛر‬:ً ‫ﺛﺎﻟﺛﺎ‬
ü Is the situation serious? ‫ھل اﻟوﺿﻊ ﺧطﯾر؟‬ ü
üAsk questions such as “Wouldn’t it be nice if...” ‫طرح أﺳﺋﻠﺔ ﻣﺛل "أﻟن ﯾﻛون ﻟطﯾﻔﺎ‬ ü
ً ‫" أو "أﻟن ﯾﻛون اﻷﻣر ﻓظﯾﻌﺎ‬...‫إذا‬
or “Wouldn’t it be terrible if...” to isolate the
‫" ﻟﻌزل اﻟﻧﺗﯾﺟﺔ اﻟﺿرورﯾﺔ‬...‫إذا‬
necessary outcome for the problem resolution. .‫ﻟﺣل اﻟﻣﺷﻛﻠﺔ‬
üThink about what you want the solution to do ‫ﻓﻛر ﻓﯾﻣﺎ ﺗرﯾد أن ﯾﻔﻌﻠﮫ اﻟﺣل أو ﻻ‬ ü
or not do. .‫ﯾﻔﻌﻠﮫ‬
‫ﻓّﻛر ﻓﻲ اﻟﻘﯾم اﻟﺗﻲ ﯾﻧﺑﻐﻲ أﺧذھﺎ ﻓﻲ‬ ü
üThink about what values should be considered ‫اﻻﻋﺗﺑﺎر‬

Input ‫ﻣدﺧل‬ (Processing) ‫ﺗﺷﻐﯾل‬ Output ‫ﻣﺧرج‬ Outcome ‫ﻋﺎﺋد‬ Impact ‫أﺛر‬
 Analyzing the Results-Developing Criteria
‫ ﺗﻄﻮﯾﺮ اﻟﻤﻌﺎﯾﯿﺮ‬- ‫ﺗﺤﻠﯿﻞ اﻟﻨﺘﺎﺋﺞ‬
ØIt is important to think about what the ‫ وﻣن اﻟﻣﮭم اﻟﺗﻔﻛﯾر ﻓﻲ ﺷﻛل اﻟﻣﻼﺑﺳﺎت‬Ø
circumstances will look like after a .‫واﻟظروف ﺑﻌد ﺗﻧﻔﯾذ اﻟﺣل اﻟﺻﺣﯾﺢ‬
successful solution has been
implemented. ‫ اﺳﺗﺧدم ﺧﯾﺎﻟك ﻻﺳﺗﻛﺷﺎف إﻣﻛﺎﻧﯾﺎت‬Ø
‫ﺗﺣدﯾد اﻷھداف أو اﻟﻣﻌﺎﯾﯾر اﻟﻣﺗﻌﻠﻘﺔ‬
ØUse your imagination to explore the .‫ﺑﺎﻟوﺿﻊ‬
possibilities for identifying goals or
criteria related to the situation.
 Analyzing the Solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Analyzing Wants and Needs ‫ﺗﺤﻠﯿﻞ اﻟﺮﻏﺒﺎت واﻻﺣﺘﯿﺎﺟﺎت‬
ØAnalyzing wants and needs can help to ‫ ﺗﺣﻠﯾل اﻟرﻏﺑﺎت واﻻﺣﺗﯾﺎﺟﺎت ﯾﻣﻛن أن‬Ø
narrow down a list of potential solutions
for a problem. ‫ﯾﺳﺎﻋد ﻋﻠﻰ ﺗﺿﯾﯾق ﻗﺎﺋﻣﺔ ﻣن اﻟﺣﻠول‬

ØWants and needs seem like a .‫اﻟﻣﺣﺗﻣﻠﺔ ﻟﻠﻣﺷﻛﻠﺔ‬

fundamental aspect of defining the
situation.
ØIn order to analyze the potential
solutions, the wants and needs for the
desired state after the situation is solved
must be very clear.
‫ ﯾﺑدو أن اﻟرﻏﺑﺎت واﻻﺣﺗﯾﺎﺟﺎت ھﻲ‬Ø
.‫اﻟﺟﺎﻧب اﻷﺳﺎﺳﻲ ﻓﻲ ﺗﺣدﯾد اﻟوﺿﻊ‬
‫ ﯾﺟب‬،‫ ﻣن أﺟل ﺗﺣﻠﯾل اﻟﺣﻠول اﻟﻣﺣﺗﻣﻠﺔ‬Ø
‫أن ﺗﻛون اﻟرﻏﺑﺎت واﻻﺣﺗﯾﺎﺟﺎت ﻟﻠﺣﺎﻟﺔ‬
.‫اﻟﻣطﻠوﺑﺔ ﺑﻌد ﺣل اﻟوﺿﻊ واﺿﺣﺔ ﺟدا‬
 Analyzing the Solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Analyzing Wants and Needs ‫ﺗﺤﻠﯿﻞ اﻟﺮﻏﺒﺎت واﻻﺣﺘﯿﺎﺟﺎت‬
ØNeeds are items the potential solution absolutely ‫اﻻﺣﺗﯾﺎﺟﺎت ھﻲ اﻟﻌﻧﺎﺻر اﻟﺗﻲ‬ Ø
must meet. . ‫ﯾﺟب أن ﺗﻠﺑﻲ اﻟﺣل اﻟﻣﺣﺗﻣل‬
‫إذا ﻛﺎن اﻟﺣل اﻟﻣﺣﺗﻣل ﻻ ﯾﻠﺑﻲ‬ Ø
Ø If the potential solution does not meet a need
‫ ﯾﻣﻛﻧك ﺗﺟﺎھل‬،‫ﻣﺗطﻠﺑﺎت اﻟﺣﺎﺟﺔ‬
requirement, you can disregard it from further
.‫ذﻟك ﻣن ﻣزﯾد ﻣن اﻟﺗﺣﻠﯾل‬
analyzing. ‫اﻟرﻏﺑﺎت ﯾﺟب أن ﯾﻛون ﻟﮭﺎ‬ Ø
ØWants are nice to have items. .‫ﺑﻧود‬
ØYou can provide a weight to each item to indicate ‫ﯾﻣﻛﻧك ﺗوﻓﯾر وزن ﻟﻛل ﻋﻧﺻر‬ Ø
.‫ﻟﻺﺷﺎرة إﻟﻰ أھﻣﯾﺗﮫ‬
its importance.
‫ ﯾﻣﻛﻧك ﺗوﻓﯾر‬،‫ﻟﻛل ﺣل ﻣﺣﺗﻣل‬ Ø
ØFor each potential solution, you can provide a ‫ﺗﻘﯾﯾم ﻟﻣدى ﻣﻌﺎﻟﺟﺔ اﻟﺣل ﻟﻠرﻏﺑﺔ‬
rating for how well the solution addresses the .‫اﻟﻣﺣددة‬
selected want.
 Analyzing the Solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Analyzing Wants and Needs ‫ﺗﺤﻠﯿﻞ اﻟﺮﻏﺒﺎت واﻻﺣﺘﯿﺎﺟﺎت‬
ØMultiply the rating by the weight of the want to score the potential
solution. ‫اﺿرب اﻟﺗﺻﻧﯾف ﻣﻊ وزن اﻟرﻏﺑﺔ ﻟﺗﺣدﯾد اﻟﺣل اﻟﻣﺣﺗﻣل‬

ØWith scores for each item, it is an easy matter to rank the potential
solutions in order of preference. ‫ ﺳﯾﺳﮭل ذﻟك ﻟﺗرﺗﯾب اﻟﺣﻠول اﻟﻣﺣﺗﻣﻠﺔ ﻓﻲ‬،‫ﻣﻊ ﺗﺣدﯾد اﻟﻧﻘﺎط‬
.‫ﺗرﺗﯾب اﻷﻓﺿﻠﯾﺔ‬
 Analyzing the Solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Analyzing Wants and Needs ‫ﺗﺤﻠﯿﻞ اﻟﺮﻏﺒﺎت واﻻﺣﺘﯿﺎﺟﺎت‬
Example
ØDivide the participants into small groups. Give each group an automotive section of
the newspaper to complete the activity.
ØThe scenario is that you need to buy a new car.
Ø You can spend $18,000 on the car, but the budget for buying gas is limited.
Ø Parking is also limited, ruling out larger vehicles..‫اﺳﺗﺑﻌﺎد اﻟﺳﯾﺎرات اﻟﻛﺑﯾرة‬
Ø You have a long commute ‫ ﻟدﯾك رﺣﻠﺔ طوﯾﻠﺔ‬and will be the only person using the car.
ØIt does not need to carry large amounts or bulky items.
ØDetermine three possible solutions, using the automotive section of the newspaper.
ØThen make a list of needs and determine if the potential solutions meet those needs.
Ø Make a list of wants and provide a weight for each want.
ØThen rank each solution and come up with a score (weight x rank) for each possibility.
 ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل ‪Analyzing the Solution‬‬
‫ﺗﺤﻠﯿﻞ اﻟﺮﻏﺒﺎت واﻻﺣﺘﯿﺎﺟﺎت ‪Analyzing Wants and Needs‬‬
‫§ إﻋطﺎء ﻛل ﻣﺟﻣوﻋﺔ ﻗﺳم اﻟﺳﯾﺎرات ﻣن اﻟﺻﺣﯾﻔﺔ ﻻﺳﺗﻛﻣﺎل اﻟﻧﺷﺎط‪.‬‬
‫§ اﻟﺳﯾﻧﺎرﯾو ھو أﻧك ﺑﺣﺎﺟﺔ ﻟﺷراء ﺳﯾﺎرة ﺟدﯾدة‪.‬‬
‫§ ﯾﻣﻛﻧك إﻧﻔﺎق ‪ $ 18،000‬ﻋﻠﻰ اﻟﺳﯾﺎرة‪ ،‬وﻟﻛن اﻟﻣﯾزاﻧﯾﺔ ﻟﺷراء اﻟﻐﺎز ﻣﺣدودة‪.‬‬
‫§ رﻛن اﻟﺳﯾﺎرات ﻣﺣدودة أﯾﺿﺎ‪ ،‬واﺳﺗﺑﻌﺎد اﻟﻣرﻛﺑﺎت اﻟﻛﺑﯾرة‪.‬‬
‫§ ﻟدﯾك ﺗﻧﻘل ﻟﻣﺳﺎﻓﺎت طوﯾﻠﺔ وﺳوف ﺗﻛون اﻧت اﻟﺷﺧص اﻟوﺣﯾد اﻟذي ﯾﺳﺗﺧدم اﻟﺳﯾﺎرة‪.‬‬
‫§ ﻻ ﺗﺣﺗﺎج إﻟﻰ ﺣﻣل ﻛﻣﯾﺎت ﻛﺑﯾرة أو اﻟﺑﻧود اﻟﺿﺧﻣﺔ‪.‬‬
‫§ ﺗﺣدﯾد ﺛﻼﺛﺔ ﺣﻠول ﻣﻣﻛﻧﺔ‪ ،‬وذﻟك ﺑﺎﺳﺗﺧدام ﻗﺳم اﻟﺳﯾﺎرات ﻣن اﻟﺻﺣﯾﻔﺔ‪.‬‬
‫§ ﺛم ﻗم ﺑﻌﻣل ﻗﺎﺋﻣﺔ ﺑﺎﻻﺣﺗﯾﺎﺟﺎت وﺗﺣدﯾد ﻣﺎ إذا ﻛﺎﻧت اﻟﺣﻠول اﻟﻣﺣﺗﻣﻠﺔ ﺗﻠﺑﻲ ﺗﻠك اﻻﺣﺗﯾﺎﺟﺎت‪.‬‬
‫§ اﻛﺗب ﻗﺎﺋﻣﺔ ﻣن اﻟرﻏﺑﺎت ﻣﻊ وﺿﻊ وزن ﻟﻛل رﻏﺑﺔ‪ .‬رﺗب ﻛل اﻟرﻏﺑﺎت واﻟﺧروج ﻣﻊ درﺟﺔ )وزن × رﺗﺑﺔ( ﻟﻛل إﻣﻛﺎﻧﯾﺔ‬
 Analyzing the solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Cost - Benefit Analysis ‫ﺗﺤﻠﯿﻞ اﻟﺘﻜﻠﻔﺔ واﻟﻌﺎﺋﺪ‬
ØCost –benefit analysis is a method of assigning a
monetary value to the potential benefits of a
solution including intangible and weighing those
against the costs of implementing that solution.
ØIt is important to include ALL of the benefits and
costs. This can be tricky, especially with intangible
benefits (or costs).
Ø Some benefits or costs may be obvious, but
others must explore
‫ اﻟﻌﺎﺋد ھو طرﯾﻘﺔ‬- ‫ﺗﺣﻠﯾل اﻟﺗﻛﻠﻔﺔ‬Ø
‫ﻟﺗﻌﯾﯾن ﻗﯾﻣﺔ ﻧﻘدﯾﺔ ﻟﻠﻔواﺋد اﻟﻣﺣﺗﻣﻠﺔ‬
‫ﻟﻠﺣل ﺑﻣﺎ ﻓﻲ ذﻟك ﻏﯾر اﻟﻣﻠﻣوﺳﺔ‬
‫وﻣوازﻧﺔ ﺗﻠك اﻟﺗﻛﺎﻟﯾف ﻣﻘﺎﺑل ﺗﻛﺎﻟﯾف‬
.‫ﺗﻧﻔﯾذ ھذا اﻟﺣل‬
‫ ﻣن اﻟﻣﮭم أن ﺗﺷﻣل ﻛل ﻣن اﻟﻔواﺋد‬Ø
،ً ‫ ﻗد ﯾﻛون ھذا اﻷﻣر ﺻﻌﺑﺎ‬.‫واﻟﺗﻛﺎﻟﯾف‬
‫ﺧﺎﺻﺔ ﻣﻊ اﻟﻔواﺋد )أو اﻟﺗﻛﺎﻟﯾف( ﻏﯾر‬
.‫اﻟﻣﻠﻣوﺳﺔ‬
‫ ﻗد ﺗﻛون ﺑﻌض اﻟﻔواﺋد أو اﻟﺗﻛﺎﻟﯾف‬Ø
‫ وﻟﻛن ﯾﺟب ﻋﻠﻰ اﻟﺑﻌض‬،‫واﺿﺣﺔ‬
‫اﻵﺧر اﺳﺗﻛﺷﺎﻓﮭﺎ‬
 Analyzing the solution ‫ﺗﺤﻠﯿﻞ اﻟﺤﻠﻮل‬
Cost - Benefit Analysis ‫ﺗﺤﻠﯿﻞ اﻟﺘﻜﻠﻔﺔ واﻟﻌﺎﺋﺪ‬
For example
‫• ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل ﺗﺧﯾل أﻧك ﺗرﯾد اﺳﺗﺑدال‬
Øimagine you want to replace three employees
‫ﺛﻼﺛﺔ ﻣوظﻔﯾن ﺑﺎﻟﺟﮭﺎز اﻟذي ﯾﺻﻧﻊ‬
with a machine that makes stamps.
.‫اﻟطواﺑﻊ‬
ØIn the same example, you would not only
‫ ﻟن ﺗﺄﺧذ ﻓﻲ اﻻﻋﺗﺑﺎر‬،‫• ﻓﻲ ﻧﻔس اﻟﻣﺛﺎل‬
consider the salaries of the employees, but the
‫ ﺑل أﯾﺿﺎ ً اﻟﺗﻛﻠﻔﺔ‬،‫رواﺗب اﻟﻣوظﻔﯾن ﻓﺣﺳب‬
total cost for those employees, including benefits
‫ ﺑﻣﺎ ﻓﻲ ذﻟك‬،‫اﻹﺟﻣﺎﻟﯾﺔ ﻟﮭؤﻻء اﻟﻣوظﻔﯾن‬
and overhead.
.‫اﻟﻣزاﯾﺎ واﻟﻧﻔﻘﺎت اﻟﻌﺎﻣﺔ‬
ØThe value assigned to the costs and benefits must
‫• ﯾﺟب أن ﺗﻛون اﻟﻘﯾﻣﺔ اﻟﺗﻲ ﯾﺗم ﺗﻌﯾﯾﻧﮭﺎ‬
be the same unit, which is why monetary value is
‫ وھذا‬،‫ﻟﻠﺗﻛﺎﻟﯾف واﻟﻔواﺋد ھﻲ ﻧﻔس اﻟوﺣدة‬
suggested.
.‫ھو اﻟﺳﺑب ﻓﻲ اﻗﺗراح اﻟﻘﯾﻣﺔ اﻟﻧﻘدﯾﺔ‬
ØThe valuations assigned should represent what
‫• وﯾﻧﺑﻐﻲ أن ﺗﻣﺛل اﻟﺗﻘﯾﯾﻣﺎت اﻟﺗﻲ ﺗم‬
the involved parties would actually spend on the
‫ﺗﺣدﯾدھﺎ ﻣﺎ ﺳﺗﻧﻔﻘﮫ اﻷطراف اﻟﻣﻌﻧﯾﺔ ﻓﻌﻼ‬
benefit or cost.
.‫ﻋﻠﻰ اﻟﻣﻧﻔﻌﺔ أو اﻟﺗﻛﻠﻔﺔ‬
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
ØThe next step in the process is to select one or
‫اﻟﺧطوة اﻟﺗﺎﻟﯾﺔ ﻓﻲ اﻟﻌﻣﻠﯾﺔ ھﻲ اﺧﺗﯾﺎر‬ ü
more solutions from the possibilities.
.‫واﺣد أو أﻛﺛر ﻣن اﻟﺣﻠول اﻟﻣﺣﺗﻣﻠﮫ‬
ØIn the previous step, you will have eliminated ‫ ﺳوف ﯾﻛون ﻗد ﺗم‬،‫ﻓﻲ اﻟﺧطوة اﻟﺳﺎﺑﻘﺔ‬ ü
many of the possibilities. With a short list of ‫ ﻣﻊ‬.‫اﻟﻘﺿﺎء ﻋﻠﻰ اﻟﻌدﯾد ﻣن اﻻﺣﺗﻣﺎﻻت‬
possibilities, you can do a final analysis to come ‫ ﯾﻣﻛﻧك‬،‫ﻗﺎﺋﻣﺔ ﻗﺻﯾرة ﻣن اﻻﺣﺗﻣﺎﻻت‬
up with one or more of the best solutions to the ‫اﻟﻘﯾﺎم ﺑﺗﺣﻠﯾل ﻧﮭﺎﺋﻲ ﻟﻠﺗوﺻل إﻟﻰ واﺣد أو‬
problem. .‫أﻛﺛر ﻣن أﻓﺿل اﻟﺣﻠول ﻟﻠﻣﺷﻛﻠﺔ‬
ØThis section discusses that final analysis, as well ،‫ﯾﻧﺎﻗش ھذا اﻟﻘﺳم اﻟﺗﺣﻠﯾل اﻟﻧﮭﺎﺋﻲ‬ ü
as a tool for selecting a solution called Paired ‫ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ أداة ﻟﺗﺣدﯾد ﺣل ﯾﺳﻣﻰ‬
Comparison Analysis. .‫ﺗﺣﻠﯾل اﻟﻣﻘﺎرﻧﺔ اﻟﻣزدوﺟﮫ‬
‫ﻛﻣﺎ ﯾﻧﺎﻗش ﺗﺣﻠﯾل اﻟﻣﺷﺎﻛل اﻟﻣﺣﺗﻣﻠﺔ‬ ü
ØIt also discusses analyzing potential problems
.‫اﻟﺗﻲ ﻗد ﺗﻧﺷﺄ ﻣﻊ ﺣل ﻣﺣدد‬
that may arise with a selected solution.
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
Ø In the previous stage of the process, you performed ‫ ﻗﻣت ﺑﺈﺟراء‬،‫ﻓﻲ اﻟﻣرﺣﻠﺔ اﻟﺳﺎﺑﻘﺔ ﻣن اﻟﻌﻣﻠﯾﺔ‬ ü
a cost/benefit analysis. .‫اﻟﻔواﺋد‬/‫ﺗﺣﻠﯾل ﻟﻠﺗﻛﻠﻔﺔ‬
‫ ﯾﺟب ﻋﻠﯾك اﻟﻣوازﻧﺔ ﺑﯾن‬،‫ﻟﻛل ﺣل ﻣﺣﺗﻣل‬ ü
Ø For each potential solution, you must weigh the
.‫اﻟﻣزاﯾﺎ واﻟﻌﯾوب اﻟﻣﺣﺗﻣﻠﺔ‬
potential advantages and disadvantages. ‫اﻟﻧظر ﻓﻲ اﻟﺗواﻓق ﻣﻊ اﻷوﻟوﯾﺎت واﻟﻘﯾم‬ ü
Ø Consider the compatibility with your priorities and .‫اﻟﺧﺎﺻﺔ ﺑك‬
values. ‫اﻟﻧظر ﻓﻲ ﻣدى اﻟﻣﺧﺎطر اﻟﺗﻲ ﯾﻧطوي ﻋﻠﯾﮭﺎ‬ ü
Ø Consider how much risk the solution involves. .‫اﻟﺣل‬
Ø Finally, consider the practicality of the solution. .‫ ﯾﺟب ﻣراﻋﺎة اﻟطﺎﺑﻊ اﻟﻌﻣﻠﻲ ﻟﻠﺣل‬،ً ‫وأﺧﯾرا‬ ü
‫ﻗد ﯾﻛون ﻣن اﻟﻣﻔﯾد إﻧﺷﺎء ﺧرﯾطﺔ ﻟﻛل ﺣل‬ ü
Ø It may be helpful to create a map for each solution .‫ﯾﻌﺎﻟﺞ ﻛﺎﻓﺔ اﻟﻣﺷﻛﻼت ذات اﻟﺻﻠﺔ‬
that addresses all of the relevant issues. ‫ ﻋﻠﻰ ﺣد‬،‫اﻟﻧظر ﻓﻲ اﻟﻧﺗﺎﺋﺞ اﻟﻣﺣﺗﻣﻠﺔ ﻟﻛل ﺣل‬ ü
Ø Consider the potential results of each solution, both ‫ﺳواء اﻟﻧﺗﺎﺋﺞ اﻟﻔورﯾﺔ واﻹﻣﻛﺎﻧﯾﺎت ﻋﻠﻰ اﻟﻣدى‬
the immediate results and the long-term possibilities. .‫اﻟطوﯾل‬
Ø In the final analysis, you will refine your shortlist and ‫ ﺳوف ﺗﻘوم ﺑﺗﺣﺳﯾن‬،‫ﻓﻲ اﻟﺗﺣﻠﯾل اﻟﻧﮭﺎﺋﻲ‬ ü
‫اﻟﻘﺎﺋﻣﺔ اﻟﻣﺧﺗﺻرة اﻟﺧﺎﺻﺔ ﺑك و ﺗﺳﺗﻣر ﻓﻲ‬
keep re-refining it until you determine the most .‫إﻋﺎدة ﺗﺣﺳﯾﻧﮭﺎ ﺣﺗﻰ ﺗﺣدد اﻟﺣل اﻷﻛﺛر ﻓﻌﺎﻟﯾﺔ‬
effective solution.
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
Paired Comparison Analysis ‫ﺗﺤﻠﯿﻞ اﻟﻤﻘﺎرﻧﺔ اﻟﻤﺰدوﺟﺔ‬
ØThe Paired Comparison Analysis tool is a method of ‫ﺗﻌﺗﺑر أداة ﺗﺣﻠﯾل اﻟﻣﻘﺎرﻧﺔ اﻟﻣﻘﺗرﻧﺔ طرﯾﻘﺔ‬
prioritizing a small number of workable solutions. ‫ﻟﺗﺣدﯾد أوﻟوﯾﺎت ﻋدد ﻗﻠﯾل ﻣن اﻟﺣﻠول اﻟﻘﺎﺑﻠﺔ‬
Ø The first step for using this tool is to .‫ﻟﻠﺗطﺑﯾق‬
ülist all of the possible solutions. :‫اﻟﺧطوة اﻷوﻟﻰ ﻻﺳﺗﺧدام ھذه اﻷداة ھﻲ‬
üLabel each potential solution with a letter or .‫ ﺗﺣدﯾد ﺟﻣﯾﻊ اﻟﺣﻠول اﻟﻣﻣﻛﻧﺔ‬ü
number. .‫ ﺗﺳﻣﯾﺔ ﻛل ﺣل ﻣﺣﺗﻣل ﺑﺣرف أو رﻗم‬ü
ücompare the solutions in pairs. .‫ ﻣﻘﺎرﻧﺔ اﻟﺣﻠول ﻓﻲ أزواج‬ü
ü Decide only between those two which solution is ‫ ﺣدد ﻓﻘط ﺑﯾن ھذﯾن اﻟﺣﻠﯾن ﻣن ھو‬ü
preferable. ‫اﻻﻓﺿل‬
üAssign a number to indicate the strength of the ‫ ﺗﺣدﯾد رﻗم ﻟﻺﺷﺎرة إﻟﻰ ﻗوة ﺗﻔﺿﯾل ﻛل‬ü
.‫ﺧﯾﺎر‬
preference for each option. ‫ ﯾﻣﻛن ﻟﻣﺣﻠﻲ اﻟﻣﺷﺎﻛل‬،‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬ü
üFor example, problem solvers could assign a “3” to ‫" ﻟﻠﻌﻧﺎﺻر اﻟﺗﻲ ﯾﻔﺿﻠوﻧﮭﺎ‬3" ‫ﺗﻌﯾﯾن‬
items they strongly prefer, a “2” to a moderate ‫ أو‬،‫" إﻟﻰ ﺗﻔﺿﯾل ﻣﻌﺗدل‬2" ‫ أو‬،‫ﺑﺷدة‬
preference, or a “1” to a mild preference. .‫" ﻟﺗﻔﺿﯾل ﺿﻌﯾف‬1"
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
Paired Comparison Analysis ‫ﺗﺤﻠﯿﻞ اﻟﻤﻘﺎرﻧﺔ اﻟﻤﺰدوﺟﺔ‬
ØThis first round continues two at a time until all of the solutions ‫• ﺗﺳﺗﻣر ھذه اﻟﺟوﻟﺔ‬
are ranked. ‫اﻷوﻟﻰ اﺛﻧﯾن ﻓﻲ وﻗت‬
ØThen all the ranks are added together to obtain a priority score ‫إﻟﻰ أن ﯾﺗم ﺗرﺗﯾب ﺟﻣﯾﻊ‬
.‫اﻟﺣﻠول‬
for each item.
‫• ﺛم ﯾﺗم إﺿﺎﻓﺔ ﺟﻣﯾﻊ‬
ØThe top score is the preferred solution. ‫اﻟرﺗب ﻣﻌﺎ ﻟﻠﺣﺻول ﻋﻠﻰ‬
ØFor example, imagine that a group of children are deciding which ‫درﺟﺔ اﻷوﻟوﯾﺔ ﻟﻛل‬
fairy taleto perform in a school play. They have listed six favorite .‫ﻋﻧﺻر‬
‫• اﻟدرﺟﺔ اﻷﻋﻠﻰ ھو اﻟﺣل‬
.‫اﻟﻣﻔﺿل‬
‫ ﺗﺧﯾل‬،‫• ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫أن ﻣﺟﻣوﻋﺔ ﻣن اﻷطﻔﺎل‬
‫ﯾﻘررون أي ﺣﻛﺎﯾﺔ‬
‫ﺧراﻓﯾﺔ ﺗؤدي ﻓﻲ‬
‫ ﻟﻘد‬.‫ﻣﺳرﺣﯾﺔ ﻣدرﺳﯾﺔ‬
‫أدرﺟوا ﺳﺗﺔ ﻣﻔﺿﻠﯾن‬
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
Analyzing Potential Problems ‫ﺗﺤﻠﯿﻞ اﻟﻤﺸﺎﻛﻞ اﻟﻤﺤﺘﻤﻠﺔ‬
ØBefore implementing a solution, make sure ‫ ﺗﺄﻛد ﻣن ﻓﮭم اﻟﻣﺷﺎﻛل‬،‫ﻗﺑل ﺗطﺑﯾق ﺣل‬ Ø
that you understand the potential problems. .‫اﻟﻣﺣﺗﻣﻠﺔ‬
ØAsk how, when, who, what, and where in ،‫ ﻣﺎذا‬،‫ ﻣن‬،‫ ﻣﺗﻰ‬،‫اﺳﺄل ﻋن ﻛﯾﻔﯾﺔ‬ Ø
relation to implementing the solution. .‫وأﯾن ﻓﯾﻣﺎ ﯾﺗﻌﻠق ﺑﺗﻧﻔﯾذ اﻟﺣل‬
‫ھل ﺗطﺎﺑق اﻟﺣﺎﻟﺔ اﻟﻣﺳﺗﻘﺑﻠﯾﺔ اﻟﻣﺗﺧﯾﻠﺔ‬ Ø
Ø Does the imagined future state with this ‫ﻣﻊ ﺣل اﻟﻣﺷﻛﻠﺔ ھذا اﻟﺣﺎﻟﺔ اﻟﻣطﻠوﺑﺔ‬
problem solution match the desired state ‫اﻟﺗﻲ ﺗم ﺗطوﯾرھﺎ ﻓﻲ وﻗت ﺳﺎﺑق ﻣن‬
developed earlier in the process ‫اﻟﻌﻣﻠﯾﺔ‬
ØBrainstorm for potential problems related to ‫اﻟﻌﺻف اﻟذھﻧﻲ ﻟﻠﻣﺷﺎﻛل اﻟﻣﺣﺗﻣﻠﺔ‬ Ø
the solution. .‫اﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﺣل‬
 Selecting a Solution ‫اﺧﺘﯿﺎر اﻟﺤﻞ‬
Analyzing Potential Problems ‫ﺗﺤﻠﯿﻞ اﻟﻤﺸﺎﻛﻞ اﻟﻤﺤﺘﻤﻠﺔ‬
ØConsider how likely potential problems might ‫ اﻟﻧظر ﻓﻲ ﻛﯾﻔﯾﺔ اﺣﺗﻣﺎل ﺣدوث‬Ø
occur and how serious they are. .‫اﻟﻣﺷﺎﻛل اﻟﻣﺣﺗﻣﻠﺔ وﻣدى ﺧطورﺗﮭﺎ‬
ØThese potential issues can then be evaluated as ‫ وﯾﻣﻛن ﺑﻌد ذﻟك ﺗﻘﯾﯾم ھذه اﻟﻘﺿﺎﯾﺎ‬Ø
needs and wants along with the other criteria for ‫اﻟﻣﺣﺗﻣﻠﺔ ﻋﻠﻰ أﻧﮭﺎ اﺣﺗﯾﺎﺟﺎت ورﻏﺑﺎت‬
evaluating the solution. ‫ﺟﻧﺑﺎ إﻟﻰ ﺟﻧب ﻣﻊ اﻟﻣﻌﺎﯾﯾر اﻷﺧرى‬
ØSometimes this analysis can uncover a potential .‫ﻟﺗﻘﯾﯾم اﻟﺣل‬
opportunity that changes the criteria, problem ‫ ﻓﻲ ﺑﻌض اﻷﺣﯾﺎن ﯾﻣﻛن أن ﯾﻛﺷف‬Ø
definition, or other aspects of the problem ‫ھذا اﻟﺗﺣﻠﯾل ﻋن ﻓرﺻﺔ ﻣﺣﺗﻣﻠﺔ ﺗﻐﯾر‬
solving process. ‫اﻟﻣﻌﺎﯾﯾر أو ﺗﻌرﯾف اﻟﻣﺷﻛﻠﺔ أو ﺟواﻧب‬
.‫أﺧرى ﻣن ﻋﻣﻠﯾﺔ ﺣل اﻟﻣﺷﻛﻠﺔ‬
Ø Remember to be flexible and revisit the other
‫ ﺗذﻛر أن ﺗﻛون ﻣرﻧﺔ وإﻋﺎدة اﻟﻧظر ﻓﻲ‬Ø
stages of the process when necessary
‫اﻟﻣراﺣل اﻷﺧرى ﻣن اﻟﻌﻣﻠﯾﺔ ﻋﻧد‬
‫اﻟﺿرورة‬