This lecture provides a brief overview of the 4 steps of the IDEA model covered in the course.

This lecture discusses how to identify problems using both an informal method of asking "why" as well as more formal methods including fishbone diagrams and concept mapping. The lecture also includes two links to supplemental resources as well as two full scale, downloadable examples of concept maps.

After identifying a problem, the next step is to develop solutions. This lecture discusses five general strategies that can be used to develop solutions as well as three ways to compare solutions.

There is also a downloadable, 4th method for comparing options, "The Rubber Band Model".

When problems are complex and contain unknown variables outside of your control, using decision scenarios can help you develop multiple solutions.

Once a solution has been chosen, you still need to execute. While there are a variety of ways to execute a solution, this lecture discusses the use of SMART goals as one method to go from concept to implementation.

The last step in the IDEA model is to determine success. This lecture discusses the importance of assessment as well as what to do if the assessment shows the problem has not yet been solved.

While the course provides a number of tools and techniques to help when solving a problem, the main take away of the course is to remember to use the acronym I.D.E.A. the next time you are dealing with an issue.

Check Out the Resource List

Before you go, be sure to check out the resources page in the supplemental material, as there are a number of good research articles you can download ($30 value) and recommended books, many of which were used to create this course.

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This lecture discusses how to use the IDEA model to consider how we solve problems under pressure. The lecture also gives a number of tips you can use to improve your problem solving abilities.

A key aspect of problem solving is time management. One technique for managing time is by using a well known model of time management, the Eisenhower Matrix.

The “anchoring effect” is a well established psychological principle that often influences our judgments. This can impact how we solve problems. Research has shown that even when we are aware information is not accurate, it still provides an anchor from which we adjust. The end result is an inaccurate decision tied to the anchor.

Part of identifying a problem is digging to the root cause, but this can be made more difficult if you mistake correlation for causation. In this lecture you learn the difference between the two.