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Assessing Rational Processes

Page history last edited by PBworks 15 years, 11 months ago

Overview

The KT method consists of four steps:

 

Method Purpose Answers
Situation Appraisal Assessing and clarifying the current situation What's going on?
Problem Analysis Identifying problems and their causes Why did this happen?
Decision Analysis Generating various alternatives and selecting the optimal one Which course of action should we take?
Potential Problem / Opportunity Analysis Identifying potential problems and opportunities to be addressed in the future What lies ahead?

 

Kepner-Tregoe processes are universally applicable, regardless of cultural setting or content. Whether people are Japanese, Canadian, or Brazilian, all are equipped — as a result of common human experiences — with identical, unchangeable patterns of thinking. Only the content changes.

 

In an organizational setting, rational processes can make full use of the thinking ability within the organization, on a continuing basis. Rational processes provide organized ways of applying critical thinking skills to an issue. They constitute an explicit, logical system that can have a far-reaching impact.

 

The objective is to move an organization closer to its full potential to meet critical business objectives. This is achieved by the continuing, conscious use of common approaches, expressed in a simple language, and directed toward resolution of an organization's important concerns.

 

 

Situation Appraisal

Situation Appraisal is used to separate, clarify and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice.

 

Situation Appraisal clarifies and keeps the issues that matter visible. It can create understanding of how concerns should be handled and priorities set, and it tracks the involvement of others through to resolution.

 

Situation Appraisal improves:

  • Shift changes and hand-offs
  • Staff and project status meetings
  • Daily planning
  • Crisis management
  • Project planning and status reporting
  • Taskforce and steering committee planning
  • Conflict resolution and negotiation
  • Department or function planning

 

Problem Analysis

Problem Analysis is used to find the cause of a positive or negative deviation. When people, machinery, systems, or processes are not performing as expected, Problem Analysis points to the relevant information and leads the way to the root cause. The process is used to gather and analyze just the information needed to find and correct the true cause of a problem, making it particularly effective in today’s data-rich environment. This promotes rapid and accurate issue resolution.

 

Problem Analysis complements and enhances use of statistical quality tools and data. It is used by organization’s worldwide in their path towards Lean and Six Sigma and helps to maintain customer and supplier relationships by clarifying where problems and solutions lie.

 

Problem Analysis improves:

  • Manufacturing quality
  • Maintenance and repairs
  • Customer care
  • Product reliability
  • Handling people issues
  • Sales and marketing performance
  • Investigation and documentation of deviations
  • Incident reporting and record keeping
  • Problem “hand-offs”

 

Decision Analysis

Decision Analysis is used to identify the best choice out of many. When the path ahead is not clear, when there are too many choices, or the risk of making the wrong choice great, Decision Analysis clarifies the purpose and balances risks and benefits to arrive at a solid and supported choice.

 

This step-by-step process marries logic, expertise, creativity, and factual information to reveal choices that have the right balance of acceptable risk and reward. By clarifying the thinking behind the decision, highly complex, controversial, or emotionally charged decisions can be made faster and with greater confidence.

 

Decision Analysis improves:

  • Personnel selection
  • Procurement and make vs. buy
  • Product and project portfolio management
  • Selecting a fix
  • Site selection
  • Product design
  • Budgeting and capital investment
  • Process redesign

 

Potential Problem/Opportunity Analysis

Potential Problem/Opportunity Analysis is used to protect and leverage actions or plans. When a project simply must go well, risk is high, or myriad things could go wrong, Potential Problem Analysis reveals the driving factors and identifies ways to lower risk. When one action is taken, new opportunities arise that can help you benefit from that action.

 

Potential Problem/Opportunity Analysis directs experience and creativity to prepare for the future and manage acceptable risk. The analysis helps you deploy resources in a way that ensures the greatest chance of success.

 

Potential Problem and Opportunity Analyses improves:

  • Planned shutdowns
  • Process and system changes
  • Equipment Installation and supplier changes
  • Project management
  • Relocation logistics
  • Leadership transition
  • Event planning
  • Product launches
  • Sales and marketing planning
  • Safety
  • Compliance risk reporting

 

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