The Problem Solving Model “PSM”

Abstract

Understanding the nature of problems is often complex and multilayered. It requires the evaluation of multiple elements of a given situation at once. Therefore, differentiating between the various elements and factors that makes up the problem is essential.
The PSM is a generic cross-disciplinary and cross-functional framework to problem solving. It can be used by anyone as a framework and approach to solve new and ongoing problems. The word "Problem" was chosen because it means an obstacle, something new (one must be mindful of the new phobia that most of us have, that is fear of anything new) hence, people tend to have difficulty in following a methodological and systematic approach to deal with such difficulties.

Full text

The International Journal of
Business and Management Research
A refereed journal published by the International Journal of Business and
Management Research
2014 Issue
The International Journal of Business and Management Research (IJBMR) is published
annually on December of every year via digital media and available for viewing and/or
download from the journal’s web site at
www.ijbmr.org
ISSN: 1938-0429
The International Journal of Business and Management Research (IJBMR) is a peer
reviewed
publication. All Rights Reserved
www.ijbmr.org
Volume 7, Number 1

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
Editorial Board
Dr. C. Abid
Dr. F. Albayati
Dr. H. Badkoobehi
Dr. A. Ben Brik
Dr. I-Shuo Chen
Dr. Firend Al R.
Dr. F. Castillo
Dr. J. Fanning
Dr. K. Harikrishnan
Dr. Anthea Washington
Dr. A. Abualtiman
Dr. Ahmad Jaffar
Dr. M Al Kubaisy
Dr. M. Khader
Dr. M. Lakehal-Ayat
Dr. B. Makkawi
Dr. Mona Mustafa
Dr. P. Moor
Dr. P. Malyadri
Dr. R. Pech
Dr. N. Maruti
Dr. J. Ryan
Dr. K. Rekab
Dr. I. Rejab
Dr. M. Shaki
Dr. P. Moore
Dr. R. Singh
Dr. M. Shaki
Dr. B. Swittay
Dr. R. Wilhelms
Dr. Jui-Kuei Chen
Dr. R. Sergio
Dr. R. Tahir
Editor-In-Chief: Dr. John Philips

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
Table of Content
The Problem Solving Model “PSM”.
Firend Al R……………………...………………………………………………………4
Challenges of a Questionnaire Survey on Hungarian Agricultural Information Systems
by companies.
Szabóné Berta Olga……………...………………………………………………………8
Analysis OF Service Quality AS A Measure OF Customer Loyalty with Marketing
Spiritualization AS AN Intervening Variable.
Sri Wahyunia, Mulyanto…………………………………...…………………………...18
An Analytical Study On Consumer Awareness Of The Services Of B.M.T.C Buses.
N. Santhosh Kumara……………………………………..……..........…………………27
The Role of Brand Credibility on Purchase Intention on Fast Food Sector
Ayesha Shakeel, Dr. M.
Fiaz…………………………………………...………………………………………...35
Organizational Perspective of Spiritual Consciousness: A Conceptual Model.
Sumita Srivastava, Anushka
Khemani……………...……………………………………………………………........45
Business intelligence and decision making of successful women entrepreneurs in
Northern States of Malaysia.
Cheng Wei Hin, Filzah Md Isa, Abdul Manaf Bohari…..……………………………...58
A Study on the Impacts of Vendor Quality Rating on Cost of Quality.
Sailaja A, P C Basak, K G Viswanadhan.....................…………………………….......64

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
The Problem Solving Model “PSM”
Firend Al R. PhD
Abstract
The intended purpose of this study is to provide a generic cross-disciplinary and cross-functional framework to
problem solving. This research brings together the experience of the author as consultant and educator, which
investigates the most common denominators in people’s approach to problem-solving, and proposes a cross-
functional and multi-layered problem solving model “PSM”. This research builds on Peter Drucker’s (2008) process
that serves as an approach to decision making. The methodology followed in this study is cross-disciplinary
qualitative data collection and analyses. The research started with a descriptive observation of the
workplace and various approaches taken over the course of 16 years in seven different countries.
Participants consisted of working professionals and graduate level students. The findings of the research
shows that the application of “PSM” at the personal and professional levels demonstrated clarity and a
systematic methodology to designing, and formulating an approach to dealing with new, repetitive, and
complex tasks or situations. This research proposes a generic problem-solving model that incorporates
5WH as core component in each stage of the model.
Keywords: Problem solving model, 5WH, generic approach to problem-solving
1. Introduction
Unknown to some, managing one’s own affairs and the management function is, in essence,
about solving new, ongoing and reoccurring problems. Various approaches to problem solving have been
examined and suggested since Frederick Taylor’s foundation of modern organization and decision theory
(2013). The attempt to develop problem-solving methods has occupied academics and practitioners alike
since the beginning of the industrial revolution (Jones, 1998). Accordingly, it is our view that all
management science is fundamentally an attempt to create a methodology to solve problems. As such, the
term management gained a new dimension in that one refers to managing his/her own problems whether
they are work related or personal problems. However, management is still defined as controlling
situations rather than solving problems. A wide range of models has since been introduced, attempting to
put forward varying frameworks to facilitate dealing with an increasingly complex workplace. Varying
models were developed and utilized for specific industries, and numerous approaches were proposed for
the sole purpose of solving problems. However, the need remains for a generic cross-functional approach
to problem solving. This study builds on the work of academics such as Peter Drucker’s proposition of
problem solving, and industry leading practitioners, such as McKensy’s, KPMG, Deloitte and others to
propose a cross-functional framework that simplifies problem solving and serves as an approach to
handling daily tasks and challenges.
1.1. Background of the Study
The basis of this research is multi-dimensional. The first dimension stems from the managerial need
for generic and practical problem solving models, which in turn provides the bases for both, first to serve
as an approach to solving ongoing and reoccurring managerial problems, and second a systematic
framework that provides the steps necessary for individuals to tackle varying problems. The second
dimension is technical. Technical functions are also in a constant quest for simplified framework to
facilitate the process of dealing with new, repetitive and multilayered problems. Drawing on the best
practices, practical solutions and applications provided as consultant for varying industries over 16 years,
led to the development of the PSM model, which proved to be effective when tested by managers,
engineers, and the average person. This model can then serve as a tool and provide the bases for multi-

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
layered and cross-functional problem solving. The objective of this study is to propose a functional
problem-solving model that can serve as a framework for tackling diverse problems.
2. Literature Review
The necessity to solve problems has existed and recorded for as long as the human existence
(Simpson and Sastry, 2013). The earliest attempts to come up with a method or a workable model to solve
managerial problems in the industrial age are traced back to Fredrik Taylor (2013) who essentially
established modern organization and decision theories. Henri Fayol (1916) suggested that managers
essentially perform five fundamental functions, namely planning, organization, command, coordination
and control. Koontz and O’Donnell’s (1955) work on management and managing the workplace was also
restricted to these similar functions (Stuart-Kotze, Robbins, 1988).
Yet all early and current management science literature seems to view the process of management as
planning and controlling situations rather than solving problems. Numerous models and approaches have
been examined and developed to solve problems. Watanabe (2009) introduced a number of techniques to
Japanese school children to solve problems with emphasis on critical thinking rather than memorization.
Howard (2014) examined the science of the brain and various human ways in developing the capabilities
to problem solving. Academics took a more complex approach to solve problems, in order to manage
increasingly complex sciences. D'Zurilla, Thomas, Goldfried, and Marvin (1971) proposed problem
solving and behavior modification approaches. Paas (1992) examined differential effects on training
performance and cognative load. Clancey (1985) studied a functional approach to knowledge
representation, while Koppenjan and Erik-Hans Klijn (2004) examined the management of uncertainty in
strategic networks. Chandrasekaran (2014) investigated task analyses and design problem solving, and
Peng and Reggia (1990) explored the process of making diagnosis problem solving and knowledge.
Educators have also been examining the learning processes and problem solving. Extensive research has
been done in this area, which cannot be listed here in its entirety. However, Wilson’s (2001) research
provided an insight into the theoretic foundation for instructional constructivism. Cross-disciplinary
research provided a wide range of methodologies and approaches, which paved the path for the
formulation of this research.
3. The theoretical context
Ever since Fredrick Taylor attempted to solve the problem of productivity, all management
science in essence is an attempt to solve problems at the workplace and outside the work environment.
This research builds on Peter Drucker’s (2008) process that serve as an approach to decision making.
Drucker’s approach consists of seven elements of effective decision making rather than problem, which
emphasized an accurate definition and classification of the problem. Drucker’s approach also emphasized
building action and testing the decision against actual results. The model proposed in this research builds
on Drucker’s decision-making approach and attempts to formulate a generic methodology for problem
solving. Varying case analyses and decision making methodologies applied by leading consulting firms
proved to be effective over the years. Hence the integration of consultant’s approach to case analyses is
fundamental to the formulation of any problem solving model. Conventional wisdom and common sense
illustrated in the 5WH described in this research plays a vital role in the simplification of the model,
usefulness and its effectivness.
3. Methodology
The methodology of this study is cross-disciplinary qualitative data collection and analyses. The
research started with a descriptive observation of the workplace and various approaches taken over the
course of 16 years in seven different countries, (U.S.A, Canada, U.K., UAE, Malaysia, Singapore, and
Korea). During that time, participants working as professionals and specialists were asked to describe
their experiences when attempting to deal with new and repetitive problems. The data was collected and
classified according to the approach taken, job/function, industry, and nature of each problem. Similarities
and differences where compared and contrasted. The following phase was conducted by interactive
interviewing, where various participants were verbally asked to describe their approach to dealing with
varying problems faced at the workplace, then asked to describe approaches taken to deal with problems
at the personal level.
A total of 392 professionals participated in the interactive description phase of the study,
representing 21 industries. Participants were asked to describe various approaches taken to deal with new
and reoccurring problems at the professional level. Then they were asked to describe their approach to

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problem solving at the personal level. Findings were then shared with participants to verify the
effectiveness of the proposed problem-solving model. This also improved the validation process of the
study. A total of 517 graduate level and M.B.A. students, 87.4% of whom were working students, were
asked to describe their approach in dealing with a given problem or a situation at the workplace. Findings
were then compared with the previous group of professionals in the industry. The proposed PSM was
then shared with students to determine applicability of the model in the workplace. Feedback was
collected after four months of the model application in the workplace to determine the effectiveness and
usefulness.
4. Analyses and findings
Both working practitioners and graduate level students showed a higher level of effectiveness in
approaching a given problem. The application of PSM at the personal and professional levels
demonstrated clarity and a systematic methodology to designing, and formulating an approach to dealing
with new, repetitive, and complex tasks or situations with P-value of (p<0.03). The PSM proposes that at
the heart of the model, six questions should be asked constantly to lead and facilitate each step in the
model. The six questions are; who, what, when, where, why, and how. These questions are commonly
known as the “5WH” or 5W’s and H. The 5WH questions play a significant role in the thinking process
of identifying key elements related to each stage in the model.
Table 1. The “5WH”
The problem-solving model involves the following steps:
The first step in the process is collecting data. Data collection is a process of gathering information
regarding the problem of the subject under investigation or analyses. Data collection entails gathering as
much information as possible without eliminating any element, data, issue or clue. The 5WH described
above are used to help increase the rate and quality of data collected.

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
Table 2. The Problem Solving Model “PSM”
The second step of the model is data classification. Classifying the data according to its various
elements such as similarity, characteristics, importance, timeframe, gender, location, unit of analyses,
natures, and/or other arrangements to help in the determination of what kind or type of issue one is
dealing with. The 5WH can also be utilized in this step to determine what element to classify in what area
of classification. The third step of the model is analyses. When analyzing we are trying to find the inner-
workings, relationships or correlations between various elements and variables in the problem. It is like
working with a puzzle and trying to find out how each piece fits in relation to other pieces. Using the
5WH model described above is an essential step to aid in the analyses process. The fourth step of the
model is planning. When planning, in essence we attempt to put together or engineer an optimal or best
possible solution(s). It is the findings of this research that optimal or best solutions are only valid for a
given period of time. Therefore, listing alternative solutions is important in this step since optimal
solutions tend to become obsolete over time.
The listing of possible alternatives is especially useful in changing circumstances, which is a
matter of “when” rather than “if”. As such, consideration of alternative options becomes a priority. The
planning process has been heavily described in management literature, however, the use of 5WH is just as
vital in this step as in other steps of the PSM as it assists in the adequacy and effectiveness of the
planning process. The fifth step of the model is the implementation of the optimal or chosen solution. It is
the finding of this research that this stage tends to be the most critical stage in the model. This is primarily
due to the fact that human being tends to conduct almost all implementation of solutions. The human
factor is the primary factor in causing deficiency, problems, flaws and ineffectiveness. Hence, when
assessing the effectiveness of solution, it is advisable to examine the implementation stage first, or how
the solution was implemented. This finding also confirms the findings of Robbins and Stuart-Kotze
(1990).
The sixth step of the model is measurement and correction. The process of measurement and
correction is ongoing, due to the changing nature of things. Changes in circumstances, conditions,
requirements, needs and many other controllable and uncontrollable elements cause the reconsideration of
the adequacy of current solutions. In this stage the emphases are equally distributed on determining both
successes and failures. Here we measure the degree of success and reasons or causes for successful
implementation or outcome. The measurement of failure is also concerned with determining the
underlining reasons and root causes of the failing outcome. The 5WH is critical here in the process of
determining successes and failures of outcomes.
Another finding of this study is the realization that working professionals take home methods and
approaches learned at the work place to determine the applicability and to benefit from the usefulness of
it.
References
Clancey, W. (1985) Heuristic classification. Artificial Intelligence, Volume 27, Issue 3, December 1985, Pages 289–350
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D'Zurilla, Thomas J.; Goldfried, Marvin R. (1971) Problem solving and behavior modification. Journal of Abnormal Psychology,
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Fayol, H. (1916) Industrial and general administration. Paris: Dunod.
Howard, P. (2014) Problem-Solving: The Owner's Manual. William Morrow Paperbacks
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Koontz, H., O’Donnell, C. (1955) Principles of Management: An Analysis of Managerial Functions. New York: McGraw-Hill.
Koppenjan, J., Erik-Hans Klijn (2004) Managing Uncertainties in Networks: Public Private Controversies. Routledge
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Rosenberg, W., Donald, A. (1995) Evidence Based Medicine: An Approach To Clinical Problem-Solving. BMJ: British Medical
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Simpson, R., Sastry, S. K. (2013) Chemical and Bioprocess Engineering. Springer New York
Taylor, F. W. (2013) The Principles of Scientific Management. CreateSpace Independent Publishing Platform (October 23, 2013).
Watanabe, K. (2009) Problem Solving 101: A Simple Book for Smart People. Portfolio Hardcover; 1 edition
Wilson, B. (2001) Constructivist Learning Environments: Case Studies in Instructional Design. Educational Technology Pubns

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1
2014 Issue
The International Journal of Business and Management Research (IJBMR) is published
annually on December of every year via digital media and available for viewing and/or
download from the journal’s web site at
www.ijbmr.org
The International Journal of Business and Management Research (IJBMR) is a peer
reviewed
publication. All Rights Reserved
ISSN: 1938-0429
www.ijbmr.org
Volume 7, Number 1
Note: The$International$Journal$of$Business$and$Management$Research$“IJBMR”$is$not$responsible$for$this$content,$and$the$
journal$does$not$accept$any$responsibility$for$the$content.$All$responsibility$is$upon$the$authors$of$the$papers$and$research$
published$in$this$issue,$and$the$content$of$their$work$is$considered$hereby$entirely$author’s$sole$responsibility.

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The International Journal of Business and Management Research “IJBMR” 2014 Volume, 7 Number 1