Professors Julie B. Lang, Stephen G. Powell
A problem well stated is half solved.
- John Dewey
Reason can answer questions, but imagination has to ask them.
- Ralph W. Gerard
Problem solving is the essence of management. Managers are typically not employed to carry out routine operations day after day or to apply a set of pre-specified rules to make decisions. Rather, they are expected to recognize problems and opportunities in the environment, invent and analyze appropriate solutions, and implement them in a way that resolves the problem or exploits the opportunity.
Major problems are not solved by a manager acting solo, nor are they solved instantly. Managerial problem solving is typically carried out through projects that extend over weeks or months. Thus the well-trained manager must know not only how to solve problems on his or her own, but how to do so effectively using projects.
During this course, students will learn to solve significant problems in project teams. The frameworks and concepts learned in the course will allow the student to:
Clearly define a problem
Structure the problem-solving process
Collect and synthesize the relevant quantitative and qualitative data
Design effective recommendations
This course draws on methodologies that have been developed and refined primarily in the management consulting industry, and the methodologies are vital to consultants. However, collaborative problem solving is not restricted to consultants and is required for all managers.
Current real-world business dilemmas will be brought to class through case studies, readings, and speakers. Students will learn to apply tools and best practices through practice and feedback.
This course is not intended for students with significant backgrounds in consulting. Please contact either professor to discuss whether this course is suitable for you.
Requirements
Materials
Text
The text for the course is The McKinsey Engagement, by Paul Friga (McGraw-Hill, 2008). Additional readings and cases will be distributed as needed.
Grading
Grading will be based on homework and case assignments as well as class participation.
Problem Statement Worksheet 10%
Issues Analysis & Workplan 10%
Storyboard 10%
Qualitative Data Analysis 25%
Quantitative Data Analysis 25%
Class Participation 20%
Schedule
Visitors
Visitors
Note: At the present time, speakers for this class are tentative
Session 1 - January 7
Introduction to Collaborative Problem Solving
Topics:
Overview of the collaborative problem solving process
Adding value in service-based project work
Selecting a problem-solving team and initiating the project
Readings:
1. The McKinsey Engagement, Chapters 1-4.
2. The McKinsey Approach to Problem Solving, McKinsey Staff Paper, July 2007.
Speaker:
Alex Dichter T99, Principal, McKinsey & Co.
Assignment (after class):
Self-assessment of teamwork skills and goals for course.
Session 2 - January 13
Defining the Problem
Topics:
Listening skills
Consultant and client roles
Identifying the Key Question
Readings:
1. The Art of Powerful Questions, E. Vogt, J. Brown, K. Isaacs, 2003.
Speaker:
Geoff Apthorp T'90, Vice President, Marathon Equipment
Assignment (after class):
Read Supercase Background and Part 1. Complete the Problem Statement Summary.
Session 3 - January 21
Structuring the Problem
Topics:
From Key Question to issue tree
Principles for problem structuring
Hypothesis trees and issue trees
Standard trees
Readings:
1. Using Hypothesis-Driven Thinking in Strategy Consulting, UVA-BP-0486.
Speaker:
Stephanie Bichet, T93, Principal, Accenture
Assignment (after class):
Develop an issue tree for Supercase.
Session 4 - January 27
Developing a Work Plan
Topics:
Tasks, responsibilities, timeline, deadlines
From Issue Tree to work plan
Managing to the plan
Speaker:
Brian Myerholtz, T03, Principal, Boston Consulting Group
Assignment (after class):
Develop a work plan for Supercase.
Session 5 - February 3
Collecting Data
Topics:
Electronic research
Designing, conducting and summarizing interviews
Designing surveys
Readings:
1. The Advice Business, C. Fombrun, M. Nevins, Chapter 11, pp. 179-203.
Speaker:
Tom Herbig, Partner, McKinsey
Assignment (after class):
Read the interview notes for Supercase and synthesize into a market segmentation.
Session 6 - February 10
Developing the Storyboard
Topics:
From hypothesis to synthesis to story
Synthesis and recommendations
Designing a storyboard
Readings:
1. Chapters 2 and 11 in The Minto Pyramid Principle: Logic in Writing, Thinking and Problem Solving, Barbara Minto, Prentice Hall, 2009.
2. The Four Truths of the Storyteller, Harvard Business Review, December 2007.
Speaker:
Matt Kummell T06, Director, SAC Capital Advisors
Assignment:
Draft a high-level storyboard for Supercase.
Session 7 - February 17
Synthesizing Qualitative Information
Topics:
Synthesis of survey and interview results
Effective use of diagrams and concepts
Extracting value from qualitative findings
Readings:
TBA
Speaker:
Greg Hills T00, Managing Director, FSG Social Impact Advisors
Assignment:
Create PowerPoint charts to communicate insights based on Supercase interview notes.
Session 8 - February 24
Synthesizing Quantitative Information
Topics:
Appropriate analyses
Output versus insights
Effective display of data
Readings:
1. Chapter 3, 4, and 5 in Show Me the Numbers, Stephen Few, Analytics Press, 2004.
Speaker:
Jim Drews T08, Consultant, Bain and Company
Assignment:
Create PowerPoint charts to communicate insights based on Supercase data set.
Session 9 - March 3
Developing Effective Recommendations
Topics:
Synthesizing information into a compelling story
Developing client recommendations
Implementation of recommendations
Readings:
1. The Necessary Art of Persuasion, Harvard Business Review 4258
2. Harnessing the Science of Persuasion, Harvard Business Review R0109-D
3. Changing the Mind of the Corporation, Harvard Business Review 93607
Speaker:
Jeff Woods T05, Senior Principal, The Parthenon Group.
