Dr.

A L FR E D O
F. A Q UIN O
t ion s System
r o fes so r n t Co m munica
P anagem e
1 7 – M ersity
EDM 3 at e U n i v
an St
Pangasin s it y S y s tems
iver
Open Un
Welcome Add
And Inspiratio ress
nal Message
 p h o n e w h e n th e
s e m u t e y o u r m icro
1. Plea
ea k e r is t alk in g .
sp n y o u r c a m e r as
e re q u i re d t o o p e
2. You a r
e e n t ir e s e s s io n .
t h a t io n s w i ll be
n s a n d c lar i fi c
3. Qu es t io ns . K in dl y
f te r a l l the s e s sio
ente r t a i n ed a
s in t he c h a t b o x .
p e y o u r q u e s t io n
ty r b y li s t e n in g
c t t he s p eak e
4. Re s pe
attentively.
5. Stay focused.
House Rules
 . M A RY
M s
N E D .
JA
N IL A N G
C A III
e a c he r l School
T C entra
ga ye n I
Li n

Session 1
Problem Solving and Decision-Making: Important
Aspects of Management
What is a
Problem?
What is
Problem
Solving?
 PROBLEM SOLVING

is the core of human evolution. It is the method

we use to understand what is happening in our
environment, identify things we want to change
and then figure out the things that need to be
done or to create the desired outcome.

It is the source of all new inventions, social &

cultural evolution, and the basis for market based
economies.

It is the basis for continuous improvement,

communication and learning. 
 PROBLEM SOLVING

. 

is an analytical process
used to identify the possible
solutions to the situation
at hand.
DECISION-MAKING-
-is part of the problem-solving process.
-is a choice made by using one’s
judgement.
The Similarities between Problem Solving and Decision
Making

Both problem solving and

decision making involve
critical thinking.
 The Key Difference between Problem
Solving and Decision Making

is that solving problem is a process,

whereas making decisions is an action
based on insights derived during the
problem-solving process.
 How To Use Decision Making in
Solving Problems

It all boils down to one thing: When

faced with a challenge, break the
problem down into manageable
components that require decisions to be
made
 M r .
V IN S O N
A S C U A
V. P
Brain Teaser F
acilitator
1
hole in one
Cockroach
Bees bunny
Beetle

bugs bunny
 8:30 AM

time table
S S
T T
E in E
P P
S S
in between steps
BAN ANA
Banana split
 H EL E N
Ms .
A Q U I
S. II, T E SD A
fe ss o r I l
s t. P r o ol og i c a
As n Te c h n
g as in a
Pan
e
Institut

Session 2
Prerequisites for  Good
Decision-Making and
Problem Solving
Consensus decision-making
 a creative and dynamic way of reaching
agreement between all members of a
group. Instead of simply voting for an item
and having the majority of the group
getting their way, a group
using consensus is committed to finding
solutions that everyone actively supports,
or at least can live with.
five significant prerequisites
 Common Goal
 Commitment to Reach a Consensus
 Trust
 Active Participation

 Good Facilitation
 Common Goal
A common goal provides a decision making group with a rallying
point that helps keep teams and organizations moving in the
same direction.  In addition, decision-makers can evaluate
whether each individual decision generates progress toward the
goal or at the very least which potential decision in any decision
set will move the needle.
 Commitment to Reach a
Consensus
Everyone needs to agree that they will arrive at a consensus.
 Without a commitment to consensus, an individual or a small
group can block movement. Individuals or subgroups that resist
not only can stop a decision but also force others to come to a
consensus with their point of view even if that point of view is
unwise or unhealthy for the group.
 Trust
 Team members must trust that everyone
participating in making a consensus
decision have both the same goal and
the best interests of the team at heart.
 There can be no fear that after making a
decision individuals will actively or
passively subvert the decision.
 Throwing members under the bus when
a decision is questioned is a trust killer
and will make forming consensus in the
future nearly impossible.  
 Active
Participation
 Active participation in the decision
process includes both listening and
engagement.  Participation helps a
team to move toward consensus
because it shortens the time it takes
to expose and synthesize alternate
views
 Good Facilitation

 Facilitation also helps avoid many of

the potential pitfalls we will explore
in the fourth entry of this theme.

 An effective facilitator can help

guide towards consensus rather
than letting the group drift toward
an answer
Problem solving skills

 are highly sought after by

employers as many companies
rely on their employees to
identify and solve problems.
Key skills in solving problems

 Creativity
 Researching Skills
 Analysis
 Team Working
 Communication
 Creative problem solving
 way of solving problems or
identifying opportunities when
conventional thinking has failed.
Research
 Researching is an essential skill
related to problem solving. As a
problem solver, you need to be able
to identify the cause of the issue and
understand it fully. You can begin to
gather more information or data as a
basis of solving the problem
 Analysis
 Use data and its analysis to
make decisions, not opinions
or simply the most recent data
point
 Team Working
 Many problems are best defined and
solved with the input of other
people. Team working may sound
like a 'work thing' but it is just as
important at home and school as
well as in the workplace..
 Communication
 Success as a team comes from
cooperation (sharing insights and
information), collaboration
(developing shared ideas),
decisiveness and coordinated action
Stages of problem solving
 Problem
Identification
 Structuring the Problem
 Looking for Possible Solutions
 Making a Decision
 Implementation
 Monitoring/Seeking Feedback
Problem Identification:
 This stage involves: detecting
and recognising that there is a
problem; identifying the nature
of the problem; defining the
problem
Structuring the Problem:
 This stage involves: a period of
observation, careful inspection,
fact-finding and developing a clear
picture of the problem
Looking for Possible Solutions:
 During this stage you will generate a
range of possible courses of action, but
with little attempt to evaluate them at this
stage
Making a Decision
 This stage involves careful analysis of the
different possible courses of action and then
selecting the best solution for
implementation
Implementation:
 This stage involves accepting
and carrying out the chosen
course of action.
Monitoring/Seeking Feedback:
 The last stage is about reviewing
the outcomes of problem solving
over a period of time, including
seeking feedback as to the success
of the outcomes of the chosen
solution
Thank you
 M r .
V IN S O N
A S C U A
V. P
Brain Teaser F
acilitator
GENE RATION

Generation Gap
dressed chicken
SISTER
half sister
Over

Overtime
YGOLOHCYSP

Reverse Psychology
 Ms.
L Y N L.
EV E
N D O ZA
M E ac h er III
NAS
d T e t, SE P
Hea p a rt m en
i sh D e
Engl

Session 3
 EVIDENCE-BASED PROBLEM
SOLVING AND DECISION MAKING
USING MANAGEMENT
INFORMATION SYSTEMS
Evelyn L. Mendoza
 represents an integrative approach to
the application of scientific principles
across the natural, behavioral, and
social sciences

EVIDENCE-
examines interactions between factors
BASED and brings together a range of
disciplines.
PROBLEM
SOLVING
can provide a basis for “synthesis and advanced
accomplishment across general and specialized
studies demonstrated through the application of
knowledge, skill, and responsibilities to new settings
and complex problems.
 FIVE PHASES IN
EVIDENCE-BASED
PROBLEM SOLVING
Evidence-based
problem solving is an
iterative pro-cess; each
success-sive cycle
builds on the previous
cycle.
 EVIDENCE-BASED DECISION
MAKING
• making better decisions, informing action that has the desired impact
• based on a combination of using critical thinking and the best
available evidence
• uses relevant information to make it clear why a specific choice is being
made
• Better evidence will help increase likelihood of meeting decision goals
by revealing risks that can be alleviated with actions taken
during decision implementation.
 GOAL OF EVIDENCE-BASED
DECISION MAKING
• Given the information available and accessible, and
presented with the same evidence, all involved would
come to the same conclusion. The decision evidence
predicts the choice that will deliver the best result.
• The evidence, in essence, makes the decision.
• The decision evidence predicts the choice that will
deliver the best result.
• Evidence based decision making uses relevant
information to make it clear why a specific choice is
being made.
 TYPES OF EVIDENCE THAT IMPROVE
PREDICTABILITY

Facts - represent actual Statistical evidence -

occurrences that can be Statistical correlation forms the
verified and includes empirical basis for providing evidence of
and historical evidence. causality, but doesn't prove it.

Anecdotal evidence - Analogical evidence - This is

Anecdotes, due to small a weak form of evidence that
sample size, are frequently not suggests something true about
representative of typical one thing is also true of
experience. another due to similarity.
 DECISION MAKING
AND
MANAGEMENT INFORMATION
SYSTEM
 MANAGEMENT INFORMATION
SYSTEM 
"flow-processing procedures based on computer data and integrated with other
procedures in order to provide information in a timely and effective manner to
support decision-making and other management functions“

provides knowledge about the relative position of the organization and basic forces at
work.

It provides the right information needed in decision making process and help the

organizations control, planning and operational functions to be carried out effectively
 MANAGEMENT INFORMATION
SYSTEM 
can help you make better decisions by delivering all the information you need and by
modeling the results of your decisions. ... When you have accurate, up-to-date information,
you can make the choice with confidence.

In business, management information systems (or information management systems) are

tools used to support processes, operations, intelligence, and IT. MIS tools move data and
manage information. ... MIS produce data-driven reports that help businesses make the right
decisions at the right time.
 ROLE OF MANAGEMENT INFORMATION
SYSTEMS IN DECISION MAKING
Management information systems can
help you make valid decisions by
providing accurate and up-to-
MIS provides regular date information and performing
information to managers to analytic functions. You have to make
allow them to make sure the management information
decisions based on data system you choose can work with
rather than guesses. the information formats available in your
company and has the features you need.
Management information
systems combine hardware,
software and network
products in an integrated
solution that provides
managers with data in a
format suitable for analysis,
monitoring, decision-
making and reporting. The
system collects data, stores
it in a database and makes it
available to users over a
secure network.
IMPORTANCE OF MIS IN DECISION
MAKING
Decisions Based
Rapid Access to
on Latest
Information
Information

Teams Can Interpret Results

Collaborate Efficiently

Ease of
Presentation
 By reminding us to briefly stop and ask what
has to be decided (business
 problem/issue), who is involved, and what the
desired outcome is, evidence-based
management helps us to fully grasp
the decision situation even under stress and to
evaluate different sources of evidence critically
before making a 
decision.
 OPE N
FO R UM
Questions / Co
ncerns / Add-o
ns
 D G E M E
N O L
W E
AC K
NT
EDM 317 Clas
s, Section B
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http s : / / f
L m e ti 9 B n
F e C h
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k
 a n k y ou !
T h
d b e A L L
To G o
G L O RY !
the
EDM 317 Clas
s, Section B