Problem Solving 101

by Mark Davis

Exclusive to STR

January 1, 2009

“I can’t wait to get to Washington DC , roll up my sleeves and get to

work solving everybody’s problems.” ~ Alan Grayson, Representative-
elect of Florida ’s 8th District

The above statement seems to be the general theme of the Democrats,

as they will now control the White House, Senate and House of
Representatives. It was certainly the theme of Mr. Grayson’s campaign,
as he proudly displays on his website that “It’s (the election) about who
is going to solve your problems . . . . I'm going to start working, right
now, to improve the economy, and make a better life for everyone in
Central Florida.” Wow, everyone! Of course all politicians are
narcissists, but statements like that are insane. The Obama
worshippers that say they "won't have to worry about paying" for
mortgages and other bills because “we helped him and now he will help
us” are equally deluded. Do statists know of any other way to solve
personal problems than putting them off on others?

Frederic Bastiat identified this type of collectivist self-delusion over 150

years ago and put it succinctly: “The state is the great fiction by which
everybody seeks to live at the expense of everybody else . . . . Everyone
wants to live at the expense of the state. They forget that the state lives
at the expense of everyone.” Perhaps this is because people are taught
in government schools and through the media to believe such nonsense
(ya think!). Critical thinking has become a lost art.

Usually the only thing worse than the problems the state creates is the
solutions it puts forth. The state cannot, ever, solve personal
problems. Only individuals can solve their own problems.

The problem solving method for the statist is as follows:

(1) Get emotional over perceived problem.

(2) Vote for someone to solve the problem.

(3) Elected Representative steals from non-supporters to throw money

at problems of supporters (primarily biggest campaign contributors).
(4) Recognize that problem is worse and interventions have created
more unintended consequences; repeat process.

The traditional problem solving method for individuals in a free-

market is, of course, a little more complex and goes something like this:

(1) Identify the problem.

(2) Determine the scope of the problem.

(3) Determine relevant factors and elements of problem.

(4) Analyze characteristics of pertinent factors and elements.

(5) Estimate primary causes of problem.

(6) Formulate credible strategies to solve problem.

(7) Execute best plan to solve problem.

(8) Review results to see if plan worked; if not, repeat process.

It is obvious that the statist method requires the least amount of

intelligence and effort, but repeating that process doesn’t bring one any
closer to a credible solution. Statist solutions typically will make any
problem worse and spread it around to more people. This is because
free-market standard methods and techniques are replaced by laws,
regulations and taxes. Laws, regulations and taxes can only punish
individuals, not inspire creative thinking. People will resist and evade
punishment. Thus the statist method spirals ever deeper into the pits
of despair.

The fact of the matter is that most people recognize the state as the
underlying cause of so many problems; unfortunately, too many people
also think that changing the elected representatives will change this
fundamental fact. It can’t because the system was rigged from the
start. Anybody who witnessed the Wall Street bailout package get
passed in spite of the passionate, overwhelming outcry of Main Street
against it and doesn’t realize that elections are a sham is in serious
denial; because we have a government of, by and for Wall Street
bankers. So why vote?

You see, politicians are not competent to judge the proper analysis,
much less formulate a credible solution. The use of lobbyists seeking
special favors as experts to educate them further corrupts this process.
Finally, they have only one tool: the use of force. When your only tool
is a hammer, everything looks like a nail. Agenda-driven solutions
simply look around for someone else to blame and hammer.

The free-market is superior at problem solving because it is really

individuals solving their own problems. Individuals are able to process
new information as it is uncovered that changes the extent and
direction of the analysis. Individuals are able to adapt to changing
conditions by changing strategies to fit problems as they evolve. It is
impossible for the state to do this.

The statist can’t even adequately identify real individual problems

because they have a collectivist mindset. For instance, the black lady in
the video linked above who worries about paying her mortgage and
putting gas in her car must be considered a victim of racism or sexism
or both, not just an individual trying to make a living. Victimology and
egalitarianism are used to alleviate individual responsibility for these
everyday problems. Agendas replace analysis.

Instead of identifying natural scarcity as the root of economic

problems, the Marxist ideology of conflict is used. Instead of the
rational and peaceful allocation of resources through cooperation
prevalent in a free-market, we have conflict resolution through majority
representation conflict resolution (mob rule). The use of force replaces
the desire to cooperate. Therefore, the political process must
inherently be biased towards preconceived agendas instead of
identifying actual problems. How can a process that can’t identify a
problem be expected to solve it?

The Bush Administration crashed and burned after high hopes and
expectations from his supporters eight years ago not just because he
was incompetent, but because the statist system just doesn’t work to
solve the problems of individuals. Obama supporters are setting
themselves up for the same disappointment and the cycle will repeat
itself over and over. This is collective insanity.

If an Albert Einstein/Mother Theresa ticket were elected, it wouldn’t

matter because the system is designed to redistribute wealth from those
out of power to the friends of those in power. Simply put, the state is a
tool for exploitation. People that believe the answer to individual
problems is exploiting others get what they deserve. I just wish these
statists could leave the rest of us out of it.
Managerial Decision-Making
Managerial decision-making is the process through which mangers in an organization
arrive at a suitable alternative solution to a given problem. This entails a detailed analysis
of the pros and cons of each available solution. The factors affecting managerial decision-
making include risk, uncertainty, and conflict. The paper examines issues involved in
managerial decision-making.

Transactional Leader:

approaches followers with an eye to exchanging one thing for another … Burns

pursues a cost benefit, economic exchange to met subordinates current material and
psychic needs in return for “contracted” services rendered by the subordinate …. Bass

Transformational Leader:

“recognizes and exploits an existing need or demand of a potential follower… (and)

looks for potential motives in followers, seeks to satisfy higher needs, and engages the
full person of the follower” … Burns

The leader who recognizes the transactional needs in potential followers “but tends to go
further, seeking to arouse and satisfy higher needs, to engage the full person of the
follower … to a higher level of need according to Maslow’s hierarchy of needs” … Bass

As exactly said by Bass – “the transactional leaders work within the organizational
culture as it exists; the transformational leader changes the organizational culture”.

Following table shows difference of transactional and transformation leadership[1].

Transactional Leadership Transformational Leadership

* Leaders are aware of the link between the effort * Leaders arouse emotions in their followers which
and reward motivates them to act beyond the framework of what
may be described as exchange relations
* Leadership is responsive and its basic
orientation is dealing with present issues * Leadership is proactive and forms new expectations
in followers
* Leaders rely on standard forms of inducement,
reward, punishment and sanction to control * Leaders are distinguished by their capacity to
followers inspire and provide individualized consideration,
intellectual stimulation and idealized influence to
* Leaders motivate followers by setting goals and their followers
promising rewards for desired performance
* Leadership depends on the leader’s power to
reinforce subordinates for their successful
completion of the bargain.
* Leaders create learning opportunities for their
followers and stimulate followers to solve problems
* Leaders possess good visioning, rhetorical and
management skills, to develop strong emotional
bonds with followers

* Leaders motivate followers to work for goals that

go beyond self-interest.

Transactional vs. Transformational Leadership (new)

James McGregor Burns (Leadership, 1968) distinguishes between transactional and

transformational leadership.

Transactional leadership recognizes the need for processes such as performance

appraisal, performance related pay, job descriptions, management by objectives (MBO),
organizational process analysis and clarification, and job grading. It also recognizes and
uses praise, recognition and the delegation of responsibility.

Transformational leadership is about hearts and minds, about empowering people not
controlling them.

Mr. Burns described 4 theories of management:

1. Management by Command — Unsophisticated management in which

subordinates are told what to do and have little say in what and when.
2. Management by Objectives — Process management in which subordinates are
given goals and decide how to achieve them.
3. Management by Communication — Sophisticated organizations in which
skilled subordinates deduce their own goals by learning about the needs of the
organization.
4. Management by Vision — In which management is about inspiring people to
achieve what only they know they can achieve by concentrating on what is
possible.

Management by Command (new)

Managers tell employees what to do with little room for discussion or

dialog. This is the military model where soldiers are expected to follow
orders without question.
 In "management by command," training is essentially technical. It enables
an employee to respond to increasingly complex technical instructions.
Very little management training is required, because the employee is not
likely to take a great deal of responsibility for others.

Management by Objectives (MBO) (updated):

A management technique in which all levels of management

are encouraged to specify and agree on quantitative and/or
qualitative objectives to be achieved within a set period and to
answer to higher levels of management for the actual
performance achieved against these objectives.

After Peter Drucker introduced the phrase "management by

objectives" in his 1954 book, The Practice of Management,
American businesses began embracing the notion with what
often amounted to evangelical dedication. During the 1960s and 1970s, MBO was the
most fashionable of all management practices. Many companies adopted some form of
MBO, which — as Drucker originally proposed — asks managers to focus on results or
outputs.

Management by Communication (new)

Managers assume that people know what to do, can set their own
objectives and recognize their own outputs. The manager concentrates on
maximum communication, feedback and information giving.

In "management by communication," technical skills remain relevant. It

also demands employees to seek to understand the communication, to
work out its implications and fit demands together to make the whole.

Management by Vision (new)

Managers assume fully competent experts who create their own roles. The
manager concentrates on facilitating their abilities and decisions.

In "management by vision," training includes technical skills but seeks to

create a community in which every member understands and directs their
actions towards these values and vision.

Theory X and Theory Y (new)

Differences in management styles was popularized by Douglas McGregor in the 1950's.

His theories ontinue to be studied and referenced today. Even managers who no longer
remember which style is X and which is Y, will remember the Carrot/Stick symbolism.
 Theory X Management Style (also known as "Autocratic
Management")

A Theory X manager believes that people are inherently lazy, need to be told what to do
and will work only when pushed. They use techniques commonly known as the "stick"
(Hard X) to punish or threaten employees. Or, they may use the "carrot" technique (Soft
X), by promising some reward for compliance with the manager's directives.

Theory Y Management (also known as "Participatory Management")

A Theory Y manager tends to believe that people are self-motivated to perform work that
is satisfying to them. These managers feel that if they provide a good environment, the
employee can be successful, learn new things, use their creativity and accept
responsibility for helping the company succeed.
Medical Information - Different Types of Sutures
By: John Morris | Posted: Mar 4th, 2006

Today, more and more people are aware that an operating room could not solely operate
without the necessary materials. Consequently, one of the most important materials
needed in the operating room are the sutures. Generally, sutures are surgical guts, or silk,
cotton or metal thread, 18 or more inches long, threaded on a needle. It is used mainly for
sewing or suturing together the edges and the surfaces of tissue, for checking the flow of
blood, fastening drainage tubes in position, etc. Sutures are either interrupted, each stitch
tied separately; or continuous, the thread running in a series of stitches, only the first and
last of which are tied.

I. Length And Kinds

The length of sutures naturally varies considerably. Each suture depends on the character
of the work and the nature of the operation. For instance, deep work in the pelvis requires
a much longer suture than would be necessary in suturing an area closer to the surface of
a wound. Experience and judgment, along with the desire of the surgeon, must be the
determining factors in details of sutures. Alternatively, there are different kinds of
sutures. Each classification is unique and has its own respective function.

II. Absorbable Sutures

1. Surgical Gut

Surgical guts are also known as a catgut and is made from the submucous layer of a
sheep's intestine. Once cleaned, dried and twisted into threads of various sizes they are
prepared for use by special processes, that include innumerable inspections of gauze and
tensile strength and scrupulous sterilization. The length of time for complete absorption
of surgical gut in a wound varies according to the action of certain hardening agents.

2. Fascia Lata

This muscle connective tissue of beef has been used in reconstructive orthopedic surgery
and for the repair of hernias. It is not a true absorbable suture, but becomes part of the
tissue after the wound has healed.

III. The Non-absorbable Sutures

1. Silk
This is prepared from the thread spun by the silkworm larva in making its cocoon. It may
be twisted or braided, and it comes in sizes comparable with surgical gut.

- High tensile strength - Relatively inexpensive - Less tissue reaction

2. Cotton

This is made from cotton fibers. The strands are twisted and used for both internal and
external suture. It should always be used wet for maximal strength.

3. Nylon

- Monofilament - Multifilament - Braided - The chief disadvantage is that a triple knot

must be tied

4. Wire

This material has maximal flexibility and tensile strength, yet causes little or no local
reaction in the tissue in which it is placed.

5. Dacron

This is a synthetic polyester fiber that has greater tensile strength, minimal tissue
reaction, maximal visibility, non-absorbent and non-fraying qualities.

6. Linen

This is made of twisted line thread; it has sufficient tensile strength but is rarely used as
suture material.

7. Silver Wire Clips

Many styles of clips are available for the purpose of holding the edges of the tissue in
approximation. They tend to produce some scarring when used in the skin, but may be
used when the wound is infected.

8. Silkworm Gut

This is made from the fluid secreted by the silkworm when they are ready to form their
cocoons. The disadvantage is that they must be soaked in normal saline for about 10
minutes before use to make them pliable.

9. Mesh

This type of suture is made of stainless steel, usually used for hernia repairs and large
defects. It is rarely used.
10. Tantalum

This is a bluish bray metal that is non-irritating to the body tissues. It is used because of
its high tensile strength and its inert reaction to tissues.