 Dear students, I welcome you in the course of Leadership, Emotion, Intelligence and DCN making. This is module number 247 and the topic under discussion is a unified model for DCN making and problem solving. When we talk about DCN making, we have to be clear and we have to be clear and conscious about the mind processes as well. In mind processes, we talk about analysis, synthesis and valuing. Therefore, we have a model which will correlate all these aspects that how we analyze, synthesize and value things and how its association with DCN making and creativity can be developed. For example, the first thing we have is the definition of the problem. By defining the problem, half of the problem will be solved because the problem would carry expectations, problem would carry actual outcomes and the problem would be determining that what are the differences between the two. Now since we are analyzing the problem by breaking down the problem, that is basically involving the function of analysis. After this, we are moving towards generating feasible options. In those feasible options, we combine different options and develop an evaluation criteria, a parameter, a perspective. So that is basically involving our mind faculty of synthesizing the things. After that, one of the alternatives is to choose the best and optimum course of action. So you can choose the best and optimum course of action only when you are using the mind faculty of valuing. So this is how the analysis is linked with synthesis and it is linked with valuing. And here all our mind functions will be involved when we are there to define a particular problem and identify the relevant solutions. Now to identify the problem, there are different things that we need to focus upon. For example, when did you first sense or become aware of the problem or the need for a decision? First of all, when did you realize that you needed to make a decision and the problem under discussion is no more bearable? Secondly, have you defined the problem because it will be very important in decision making and or objectives and they should always be defined in smart fashion in your own words. And it will be very important to keep both qualitative and quantitative things in mind. Remember that a problem properly defined is a problem half solved and this is an understandable factor. The next thing is, are there any other possible definitions of the problem worth considering? You may be missing this point and general solution, what do they suggest? And you will have to see what popular decision making was in the past. Maybe we have precedents available from the past. After this, we have to see, are you clear about what you are trying to do? Where are you now and where do you want to go? So you should know your direction because if you don't know where to go, then any road will take you there. In that case, our optimum decision will not be said. So when we talk about understanding the problem, remember that you have to consider these questions under your kind consideration. Have you identified the important factors and salient facts? Do you need to spend more time on obtaining more information because you may lack information and need to collect more facts and figures. So do you know that relevant policies, rules, limitations and procedures try to see a problem from every angle so that concrete outcomes can be generated for us? The second important thing is, when you talk about understanding the problem, have you reduced the problem to its simplest terms without oversimplifying it so that we can break the problem and understand it in such a way that it can be an understandable phenomenon or a thing that comes into our perception. Now, after problem identification, when we talk about solving the problem, the first point would be, have you checked all your main assumptions? The second point would be, out of all the possible courses or solutions, have you identified a short list of the feasible ones? The third point would be, can you eliminate some of these in order to shorten the list till further? The fourth point can be, if no solution or course of action seems right by itself, can you synthesize elements in two or more solutions to create an effective way of dealing with the problem? This sequence is exactly the same that you have to identify the problem, then you have to see the course of solutions, evaluate them, and we are slowly moving towards the final decision that will be implemented for us. So the fifth point would be, have you clearly identified the criteria by which the feasible options must be judged? After that, we have the sixth point would be, if you are still stuck, can you imagine yourself in the end state where you want to be? So now we want to reverse from the outcome and see is that something that is going to be achieved by this particular solution? So if so, can you work backwards from there to where you are now? So this also helps us a lot. With reverse engineering, we can reach our decision making better. And the seventh step would be, has anyone else faced this problem and how did they solve it? So we can draw our conclusions from the past, from the past, from the trend. Now, if we have to talk about evaluating the decision and implementing it, there are a few things that we have to understand. The first one is, have you used all the available information? The second checkpoint would be, have you checked your solutions from all angles? The third checkpoint would be, are you clear about the manifest consequences? The next point would be, have you an implementation plan with dates or times for the completion? Because scheduling would be very important for us in the problem solving phenomena. After that, we also have to see, is the plan realistic? And we also need to see, do we have a contingency plan if things do not work out as expected? So what will be our plan B? What will be plan C? What if plans will be there? If our existing plan collapses, then what is there in the backup? So next we have to see, when are you and your team planning to review the decision in the light of experience? So these are all very important things for us to understand that how, when, why and where we have to operate. Now in this phenomenon, we have to clearly see that problem definition, alternatives available, we have decision criteria and then final selection. What is the way in which this is happening? Dear students, if we conclude all this, then in decision making, we have to follow up with different steps to reach to the final decision. And by making a checklist in those steps, it will be easier for us to understand that somewhere we have done some important things. Did we not see that? If we did not, then we can come up with the confidence that we will be able to do our decisions correctly. Thank you.