My Academic 2013

Kepner-Tregoe
A systematic problem solving & decision making method
Continuous Improvement Facilitators November 17, 2006
The New Rational Manager by Charles H. Kepner & Benjamin B. Tregoe
Think of a Problem

One that you are currently experiencing in your job or one that you have experienced in the past.

Write it down.

The Kepner-Tregoe Tool * Situation Analysis * Problem Analysis * Decision Analysis * Potential Problem (Opportunity) Analysis

Situation Appraisal
(List threats and Opportunities) * What deviations are occurring? * What decisions need to be made? * What plans should be implemented? * What changes are anticipated? * What opportunities exist? * What bothers us about . . . .?

Situation Appraisal * Separate and Clarify Concerns * What do we mean by . . . ? * What exactly is . . . ? * What else concerns us about . . . ? * What evidence do we have . . . ? * What different deviations, decisions, or plans are part of this concern?

Situation Appraisal * Set Priority * Which concern should we work on first? * Consider . . . * . . . the current impact * What is the current impact on people, safety, cost, customers/stakeholders, productivity, reputation, etc? * What evidence do you have? * Which concern is most serious?

Situation Appraisal * Set Priority * Consider . . . * . . . the future impact * If left unresolved, how and when will the seriousness change? * What evidence do you have? * Which concern is getting worse quicker?

Situation Appraisal * Set Priority * Consider . . . * . . . the time frame * What is the deadline? When do we need to start? * When would resolution become difficult, expensive, impossible, or meaningless? * What evidence do you