{"id":12823,"date":"2021-12-09T11:50:27","date_gmt":"2021-12-09T08:50:27","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=12823"},"modified":"2024-08-13T14:25:14","modified_gmt":"2024-08-13T11:25:14","slug":"problemleri-firsata-donusturecek-4-cozum-teknigi","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/problemleri-firsata-donusturecek-4-cozum-teknigi\/","title":{"rendered":"Problemleri f\u0131rsata d\u00f6n\u00fc\u015ft\u00fcrecek 4 \u00e7\u00f6z\u00fcm tekni\u011fi"},"content":{"rendered":"

K<\/strong>riz d\u00f6nemlerinde do\u011fru kararlar\u0131 h\u0131zla alabilmek, bir i\u015fletme i\u00e7in olduk\u00e7a \u00f6nem ta\u015f\u0131yor. Peki, bunu yapmak nas\u0131l m\u00fcmk\u00fcn olabilir? \u0130\u015fte, bir problemi \u00e7\u00f6zerken i\u015finizi kolayla\u015ft\u0131racak 4 \u00f6zel teknik!\u00a0<\/strong><\/p>\n

\u0130\u015fletmeler faaliyetlerini s\u00fcrd\u00fcr\u00fcrken, i\u00e7 ve d\u0131\u015f \u00e7evrelerini olu\u015fturan unsurlar da etkilerini g\u00f6stermeye devam eder. Bu etkiler sebebiyle kritik veya h\u0131zl\u0131 kararlar almay\u0131 gerektirecek sorunlarla kar\u015f\u0131la\u015f\u0131labilir. Bu durumda, \u00e7\u00f6z\u00fcm odakl\u0131 bir anlay\u0131\u015f benimsemek gerekir. Problemin net bir \u015fekilde anla\u015f\u0131lmas\u0131yla ba\u015flayan \u00e7\u00f6z\u00fcm s\u00fcreci, etkilerin ortadan kald\u0131r\u0131lmas\u0131yla sona erer. Tabii kal\u0131c\u0131 \u00e7\u00f6z\u00fcmler \u00fcretebilmek i\u00e7in \u00f6ncelikle problemin net olarak anla\u015f\u0131lmas\u0131 gerek. Ard\u0131ndan \u00f6nem derecesine g\u00f6re \u015fu problem \u00e7\u00f6zme teknikleri aras\u0131ndan se\u00e7im yap\u0131labilirsiniz:<\/p>\n

Beyin f\u0131rt\u0131nas\u0131<\/strong><\/h2>\n

S\u0131kl\u0131kla kullan\u0131lan problem \u00e7\u00f6zme tekniklerinden biri beyin f\u0131rt\u0131nas\u0131d\u0131r. Beyin f\u0131rt\u0131nas\u0131 tekni\u011fi sayesinde problem \u00e7\u00f6zme s\u00fcreci t\u00fcm ekibin kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015fir. Beyin f\u0131rt\u0131nas\u0131 s\u00fcrecinde ekip, t\u00fcm fikirlerini \u00f6zg\u00fcr bir \u015fekilde ortaya koyar. Ekip \u00fcyelerinin d\u00fc\u015f\u00fcncelerini yap\u0131land\u0131rmadan, oldu\u011fu gibi payla\u015fmas\u0131 bu s\u00fcre\u00e7te olduk\u00e7a \u00f6nemlidir. Beyin f\u0131rt\u0131nas\u0131 tekni\u011fi ile problemleri ortaya \u00e7\u0131karan nedenler ve \u00e7\u00f6z\u00fcm yollar\u0131 i\u00e7in yarat\u0131c\u0131 fikirlerin olu\u015fmas\u0131 ama\u00e7lan\u0131r. Ekip \u00fcyelerinin \u00f6n yarg\u0131l\u0131 olmamas\u0131 ve birbirlerini dikkatli bir \u015fekilde dinlemeleri beyin f\u0131rt\u0131nas\u0131 s\u00fcrecinin etkilili\u011fini artt\u0131r\u0131r.<\/p>\n

Pareto analizi<\/strong><\/h2>\n

Problem \u00e7\u00f6zme s\u00fcrecindeki en etkili tekniklerden biri de pareto analizidir. Pareto analizi 80\/20 kural\u0131 olarak da bilinmektedir. Bu teknik, problemin nedenlerinin belirlenmesi ve \u00e7\u00f6z\u00fcme y\u00f6nelik kararlar al\u0131nmas\u0131nda olduk\u00e7a \u00f6nemlidir. Pareto analizi, sorunlar\u0131n %80\u2019inin nedenlerin %20\u2019sinden meydana geldi\u011fini varsayar. Problem \u00e7\u00f6zme s\u00fcrecinde %20\u2019lik k\u0131sm\u0131 en \u00f6nemli nedenler olu\u015fturacakt\u0131r. Bu analiz y\u00f6ntemiyle t\u00fcm nedenler \u00f6nem derecesine g\u00f6re kategorize edilir. Problemler \u00fczerindeki en etkili nedenlerin ortadan kald\u0131r\u0131lmas\u0131na odaklan\u0131l\u0131r; ancak di\u011fer nedenler de g\u00f6z ard\u0131 edilmemelidir.<\/p>\n

Alt\u0131 \u015fapkal\u0131 d\u00fc\u015f\u00fcnme tekni\u011fi<\/strong><\/h2>\n

Son zamanlarda pop\u00fcler hale gelen alt\u0131 \u015fapkal\u0131 d\u00fc\u015f\u00fcnme tekni\u011fi, problem \u00e7\u00f6zme s\u00fcrecinde farkl\u0131 bak\u0131\u015f a\u00e7\u0131lar\u0131n\u0131 g\u00f6z \u00f6n\u00fcnde bulundurmay\u0131 ama\u00e7lar. Alt\u0131 \u015fapkal\u0131 d\u00fc\u015f\u00fcnme tekni\u011finin olaylara farkl\u0131 a\u00e7\u0131lardan bakmaya imk\u00e2n tan\u0131mas\u0131, as\u0131l problemin anla\u015f\u0131lmas\u0131nda da avantaj sa\u011flar. Bu teknikte s\u00f6z konusu olan \u015fapkalar alt\u0131 farkl\u0131 renkten olu\u015fur. Beyaz \u015fapka bilgilere, k\u0131rm\u0131z\u0131 \u015fapka duygulara, siyah \u015fapka tehlikelere, sar\u0131 \u015fapka avantaj ve f\u0131rsatlara, ye\u015fil \u015fapka yarat\u0131c\u0131l\u0131\u011fa, mavi \u015fapka s\u00fcrece t\u00fcm\u00fcyle odaklan\u0131r. Alt\u0131 \u015fapkal\u0131 d\u00fc\u015f\u00fcnme tekni\u011fi duruma geni\u015f bir perspektiften bak\u0131lmas\u0131na olanak tan\u0131r.<\/p>\n

Bal\u0131k k\u0131l\u00e7\u0131\u011f\u0131 diyagram\u0131<\/strong><\/h2>\n

Bal\u0131k k\u0131l\u00e7\u0131\u011f\u0131 diyagram\u0131, kar\u015f\u0131la\u015f\u0131lan sorunlar\u0131n nedenlerinin ve sonu\u00e7lar\u0131n\u0131n analiz edilmesini sa\u011flar. Problem \u00e7\u00f6zme s\u00fcrecinin en \u00f6nemli basama\u011f\u0131n\u0131 olu\u015fturan “problemin belirlenmesi” a\u015famas\u0131nda, bal\u0131k k\u0131l\u00e7\u0131\u011f\u0131 diyagram\u0131 daha da \u00f6nemli bir y\u00f6ntem haline gelir. Bu y\u00f6ntem sayesinde sorun derinlemesine anla\u015f\u0131l\u0131r, kal\u0131c\u0131 \u00e7\u00f6z\u00fcmler \u00fcretilmesi m\u00fcmk\u00fcn hale gelir. Tekni\u011fin bal\u0131k k\u0131l\u00e7\u0131\u011f\u0131 diyagram\u0131 olarak adland\u0131r\u0131lmas\u0131ndaki sebep; problemin neden ve sonu\u00e7lar\u0131n\u0131n bir bal\u0131k k\u0131l\u00e7\u0131\u011f\u0131 \u015femas\u0131 \u00fczerinde g\u00f6sterilmesidir. \u00d6ncelikle problemin ortaya \u00e7\u0131kmas\u0131ndaki t\u00fcm sebepler diyagram \u00fczerine yaz\u0131l\u0131r. Yaln\u0131zca temel nedenlerin ortaya konmas\u0131yla ba\u015flayan bu s\u00fcre\u00e7, derinlemesine bak\u0131\u015f a\u00e7\u0131s\u0131 sonucunda alt sebeplerin de belirlenmesiyle devam eder. Bu y\u00f6ntem sayesinde problemler net bir \u015fekilde ortadan kald\u0131r\u0131l\u0131rken, \u015firket i\u00e7erisinde s\u00fcrekli geli\u015fim de sa\u011flanabilir.<\/p>\n

Problemler \u00e7o\u011fu zaman bir tehlike olarak g\u00f6r\u00fclse de i\u015fletmelere \u00f6\u011frenme f\u0131rsat\u0131 da sunar. Bu nedenle olumsuz durumlarla ba\u015fa \u00e7\u0131kmaya \u00e7al\u0131\u015f\u0131rken, olas\u0131 f\u0131rsat alanlar\u0131n\u0131 da g\u00f6rmeye \u00e7al\u0131\u015fmak \u00f6nemli.<\/p>\n

\u0130\u00e7erik Yazar\u0131:<\/strong> Bet\u00fcl Dalg\u0131\u00e7<\/p>\n

Kaynaklar:<\/strong> 1<\/a> – 2<\/a> – 3<\/a>– 4<\/a>– 5<\/a>– 6<\/a>– 7<\/a>– 8<\/a><\/p>\n\n

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Kriz d\u00f6nemlerinde do\u011fru kararlar\u0131 h\u0131zla alabilmek, bir i\u015fletme i\u00e7in olduk\u00e7a \u00f6nem ta\u015f\u0131yor. Peki, bunu yapmak nas\u0131l m\u00fcmk\u00fcn olabilir? \u0130\u015fte, bir problemi \u00e7\u00f6zerken i\u015finizi kolayla\u015ft\u0131racak 4 \u00f6zel teknik!\u00a0 \u0130\u015fletmeler faaliyetlerini s\u00fcrd\u00fcr\u00fcrken, i\u00e7 ve d\u0131\u015f \u00e7evrelerini olu\u015fturan unsurlar da etkilerini g\u00f6stermeye devam eder. Bu etkiler sebebiyle kritik veya h\u0131zl\u0131 kararlar almay\u0131 gerektirecek sorunlarla kar\u015f\u0131la\u015f\u0131labilir. Bu durumda, \u00e7\u00f6z\u00fcm […]<\/p>\n\n

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