The ability of managers to solve problems and make decisions rationally has long been assumed to be one of the valuable products of experience on the job. But close observation of their actual practices has shown that even veteran managers are likely to be very unsystematic when dealing with problems and decisions. And their hit-or-miss […]. And their hit-or-miss methods often produce decisions based on erroneous conclusions, which means that the decisions must also be wrong. Some years ago, the surprisingly inefficient ways in which managers use information led Charles H. Kepner, a social psychologist, and Benjamin B.
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The Kepner-Tregoe approach replaces hit-or-miss methods with a systematic method of problem solving and decision making. Managers who train in this concept of problem analysis often discover that their reasoning methods in handling problems and decisions are faulty.
Readers test their own reasoning powers against the problems presented in a case history, based on an actual situation, and can then compare the results of their analysis with the solutions presented in a subsequent article, How to Analyze That Problem July-August The main issues of the case involve questions concerning production, labor relations, and personnel.
May 1, Decision analysis, Decision making, Management development. Skip to Main Content. Perrin Stryker. Educator Copy. Add to Coursepack. Add to Collection. Add to Cart for purchases and permissions. Add to Cart. Details Pub Date: May 1, Discipline: Negotiation.
A management exercise: Can you analyze this problem?
Part I of this two-installment article on problem analysis, published in the May—June issue of HBR, invited readers to test their reasoning powers against the problems presented in a case history based directly on an actual situation. This case was reported to Kepner-Tregoe and Associates, whose systematic approach to problem analysis, as described in this […]. This case was reported to Kepner-Tregoe and Associates, whose systematic approach to problem analysis, as described in this installment, made possible the correct solution of a very puzzling situation. Before resuming the action, I will first give a brief synopsis of what has transpired in the first installment and then introduce the characters who appear in this concluding part all but one of whom appeared in Part I.
How to Analyze That Problem: Part II of a Management Exercise
Can You Analyze This Problem?