Tri-Solution: An Instrument for Problem and Solution Analysis

Tri-Solution (identification, interpretation, implementation) offers a simplified set of steps in the resolution process. I learned about problem-solving and decision-making in my TQM/TQL training. I also taught "Quantitative Analysis for Managers" in which authors, Render and Stair (1997, p. 3) provide that the analysis process is to define the problem, develop the model/question, gather and analyze the data, interpret the findings, and implement the results. In triangulating this approach, I have narrowed this process to "identification, interpretation, and implementation" phases.

Figure 1. Bender's Tri-Solution Model

Additionally, this triangulated product has been developed from the five broad steps in interpretational analysis. The Susskind (1999) model identifies these five steps as convening, clarifying, deliberating, deciding, and implementing for achieving consensus. In the Tri-Solution model "convening, clarifying, and deliberating" comprises the identification stage; "deciding" equates to the interpretation stage; and "implementing" is the implementation stage. I also employed the five steps of interpretational analysis in my 2000 dissertation. "Tri-Solution" is a heavily used term, so this is Bender's Tri-Solution model.

Reigeluth's (1999, p. 405) "Component Transactions" are identify, interpret, and execute. Replace "execute" with "implement" and you have the same three stages as Tri-Solution, which adds validity to the components of Tri-Solution. Further, "implementation" in Tri-Solution means execution. In Reigeluth's model "identify" means to "name and remember information about parts of an entity," "interpret" means to "remember events and pre-edit causes in a process," and "execute" means to "remember and do steps in an activity."

Tri-Solution comprises:

1. Identification: Examine the problem. Seek to operationalize concepts related to the problem and work up a set of conceptual statements. The operational definition of a concept defines how to measure it. Reliability and validity are target accomplishments in this quantifiable approach to problem identification. Some problem-solving questions involve data analysis in sets of research questions. Examining the problem in the identification phase is a process that yields a honed question oriented statement.

2. Interpretation: Explore the solutions. Seek to analyze parameters related to potential solutions and work up a set of objective statements. Explore what you have identified as the problem and what are possible solutions. In the interpretation process scan the data briefly to determine its meaning. Focus on those aspects of the data that are necessary to answer the defined questions and to develop measurable objectives. Exploring meaning and solutions in the interpretation phase is a process that yields a mission oriented statement.

3. Implementation: Enact and test solutions. Seek to characterize principles related to measuring success and work up a set of action statements. Implementation requires an interactive relationship among the parameters for measuring success. Integrity of the testing process as well as interpretation of the outcome is what gages success of the actions taken to attempt resolution. Enacting and testing solutions in the implementation phase is a process that yields an execution oriented statement.

Decision-making is the prerequisite to action. It involves making choices and eliminating other possibilities. Consider that something that you feel has become an issue identified as a problem to be solved. You next must think about or interpret the issue, its complications and plausible solutions. Finally you must do what you have decided is a necessary step in implementing the solution. In this respect Tri-Solution invokes the feel/think/do response.

As with any solution device there needs to be an awareness of related problems. Defining problems tends to be a quantitative approach. The problem definition stage is the most difficult stage in the solution process. It is important to be able to go beyond the obvious features of the problem and identify the true causes. Developing statements at each phase in the problem-solving process is one way to clearly understand all parameters of the problem, its solutions, and what it takes to implement them. Writing statements tends to be a qualitative approach. For a truly free-style perspective, try using a quasitative approach. Working through the Tri-Solution structure permits the production of question, mission, and execution statements. Developing statements enables a clear and systematic approach.

The Journey

Tri-Solution originated from my AAA model developed in 1996 at a DBM Career Development program. I had tried out many different problem-solving and decision-making models over the years and I have never found any to be better constructed than the trio to identify, interpret, and implement.

Figure 2 depicts my original approach that was as I developed in the AAA Model (assess, analyze, and action), but these terms are cumbersome. The result at the end of a long journey to develop what I consider the ideal trio is the emergence of the Tri-Solution model.

Figure 2. AAA Model

Tri-Solution not only aids in identifying, interpreting, and implementing solution processes and procedures, it yields results that enables clear understanding of what the problem is and how it is possible to move forward with defining the solution. This application is useful in all matters in which there is an improvement effort to be made.

The approach used in Figure 2 also depicts what is perhaps my earliest application of SWOT analysis, which I later evolved into SOR Analysis. Once you have finalized the problem-solving steps and have the parameters in place, the next step is to use SOR Analysis to determine your strengths, opportunities, and roadblocks in accomplishing the solution as defined in an execution statement. I have been using decision making models since the 1980s, and I am extensively trained in the planning, problem-solving, and decision-making arenas. My contributory training and education includes:

Doctorate in Organization and Management (PhD)

Master of Science in Information Management (MSIM)

Master of Business Administration (MBA)

Masters in Education in Training and Performance Improvement (MSED-partial)

Graduate Certificate in Social and Community Services

Bachelor in Humanities - Communication Emphasis (BA)

Associate of Science in Management (ASM)

Ethics, Law, and Care (APA approved)

Developing Procedures, Policies, & Documentation in Information Mapping

New Supervisor/Manager Training Course

Certified Quality Analyst (CQA)

Positive Power and Influence

Certified Quality Practitioner in Problem Solving & Decision Making (CQP)

Total Quality Management (TQM)

Total Quality Leadership (TQL)

Leadership and Supervisory Skills for Women

How to Achieve Exceptional Customer Service

Communication Success Series (BE THE BEST)

Certified Employee Benefit Specialist Program (CEBS)

Graduate Realtor Institute (GRI)

Prudential Business Training Course

A consistent theme in my training has been the use of problem-solving tools. This application is useful in all matters in which there is an improvement effort to be made. This is one of my most notable characteristics. I have a firm history of seeking opportunities for improvement, diagnosing the problem, and launching a solution. My accomplishments include but are not limited to:

Initiated university wide change in conducting research using human participants (CU)

Developed a Cybrary for easy student access to study aids and academic information (AU)

Developed and published a Technical Glossary of Terms on the organization’s intranet (BASF)

Implemented an electronic time sheet reporting system to track project costs (BASF)

Developed electronic training manual to instruct a new project management process (BASF)

Designed electronic directory to provide fast and accurate access to IT database (BASF)

Piloted a company-wide Lunch-N-Learn program (AlliedSignal)

Established a tax management database to track over 500 domestic properties (AlliedSignal)

Developed an electronic billing process, eliminating costly delinquency charges (AlliedSignal)

Developed three successful TQM/TQL teams (AlliedSignal)

Developed training materials for the “Fast Start” program (SCBR)

Established and coordinated a city-wide realtors caravan (ReMax Realtors)

These accomplishments have been over and above my regular job duties. Without a clear understanding of problem-solving techniques, I would not have been able to accomplish these and many other performance improvement efforts. It has been my innate pattern thinking that has been contributory to my ability to use categorization to easily organize and coordinate the efforts of myself and others to effectively solve problems. This is not to say that all problems can be resolved. The resolution depends heavily upon the players and their set of values and the resulting agenda that each player brings to the mix.

Sources

Reigeluth, C. M. (1999). Instructional design theories and models: A new paradigm of instructional theory. Mahwah, New Jersey: Lawrence Erlbaum Associates, Inc., Publishers.