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The Tower of London test is a test used in applied clinical neuropsychology for the assessment of executive functioning specifically to detect deficits in planning, [1] [2] which may occur due to a variety of medical and neuropsychiatric conditions. It is related to the classic problem-solving puzzle known as the Tower of Hanoi.
The Delphi method or Delphi technique (/ ˈ d ɛ l f aɪ / DEL-fy; also known as Estimate-Talk-Estimate or ETE) is a structured communication technique or method, originally developed as a systematic, interactive forecasting method that relies on a panel of experts.
Although it originally comprised eight stages, or 'disciplines', it was later augmented by an initial planning stage. 8D follows the logic of the PDCA cycle. The disciplines are: D0: Preparation and Emergency Response Actions: Plan for solving the problem and determine the prerequisites. Provide emergency response actions.
Zwicky developed this approach to address seemingly non-reducible complexity: using the technique of cross-consistency assessment (CCA), [1] the system allows for reduction by identifying the possible solutions that actually exist, eliminating the illogical solution combinations in a grid box rather than reducing the number of variables involved.
Alternatives assessment or alternatives analysis is a problem-solving approach used in environmental design, technology, and policy.It aims to minimize environmental harm by comparing multiple potential solutions in the context of a specific problem, design goal, or policy objective.
For instance, a meeting may be called to review a particular problem and to develop a solution for the problem. The Six Thinking Hats method could then be used in a sequence to first explore the problem, then develop a set of solutions, and to finally choose a solution through critical examination of the solution set.
Problem solving is the process of achieving a goal by overcoming obstacles, a frequent part of most activities. Problems in need of solutions range from simple personal tasks (e.g. how to turn on an appliance) to complex issues in business and technical fields.
Scenario planning is as much art as science, and prone to a variety of traps (both in process and content) as enumerated by Paul J. H. Schoemaker. [14] More recently scenario planning has been discussed as a tool to improve the strategic agility, by cognitively preparing not only multiple scenarios but also multiple consistent strategies. [10]