PROBLEM SOLVING MODEL

COMMUNITY PROBLEM SOLVING

Introduction:

The decision-making process is defined in the model as secondary to and a consequence of a primary and causal element: problem analysis. The underlying premise is that a properly analyzed problem logically leads to a correct decision. This process doesn’t come naturally, but there can be a learned, systematic approach to solving problems. We also don’t want to confuse symptoms with problems. This can lead to treating the symptoms or coming up with “instant” solutions, instead of solving the problem. There is a tendency to spend too much time (80%) on finding solutions and not enough time defining the problem (20%). It should be the opposite.

1. Identify the Problem

· Recognizing that a problem exists is not always easy.

· Is everything the way we’d like it to be?

2. Specify/Define the Problem

· Nature of the problem – what exactly do we mean by “what the problem is.”

· Cause – why does the situation exist? Why is it occurring?

· Scope – how widespread is the problem? To what extent does it exist? Who and what does it affect? Is it large or small?

· Severity – “How bad is it?”

a. Is it a regular or an occasional event?

3. Diagnose the Problem

· Search out the possible cause(s) and list. (DOCUMENT)

a. Analyze what should be occurring vs. what is actually occurring.

b. Time is the enemy of problem solving because data gets distorted.

c. The problem could transform itself into something else.

d. Feeling, emotions and opinions infuse themselves into it.

e. Don’t procrastinate.

4. Set Objectives

· Be specific, these may be changed later.

· What do you want to accomplish?

· What is the cost?

· Who needs to be involved? What resources are available? What are their capabilities and limitations?

a. Police Department

b. Public Works

c. Codes and Permits

d. Recreation Department

e. Streets and Sanitation

f. Park Officer

g. Etc.

5. Define Constraints

· Need to list both positive and negative.

· These are the absolutes you are dealing with.

· Requirements – things that must be done.

· Limits – placed on you or the resources needed.

· Assumptions – be careful not to make incorrect assumptions here that you have certain limits or certain requirements when they are not absolutes. This can be the tricky part in this stage.

· Environmental factors – the community as a whole, the particular neighborhood where the problem is occurring, traffic, zoning, etc.

6. Develop a Plan

· What are your plans? Brainstorming.

· Gather input from all sources.

· Develop alternatives.

· Remain flexible.

· What assistance or resources will be needed?

7. Evaluate the Plan

· How? Evaluate them based on and against your objectives and limitations. How well do they meet your objectives?

· Eliminate the alternatives that don’t meet the objectives.

· Be careful not to eliminate alternatives too quickly.

· Prioritize.

· Decide – select the best alternative that will accomplish your objectives.

8. Implement the Plan

· Initiate your plan.

9. Monitor and Evaluate the Plan after Implementation

· Is it working?

· If not, what do you do?

a. Evaluate your objectives. These may need redefined.

b. May have to go back to your alternatives.

c. May have to redefine the problem.