Staff may approach a manager with a problem that they cannot solve. In contrast, some problems become evident to the manager through observing a significant event, thus realizing the event is a problem. Either way, for every problem, there is a solution, and managers are hired for their expertise in problem-solving to identify it. An adequate time to identify a solution is upon the arising of a problem, using “critical incidents” to pinpoint exactly what caused the problem and what could be done to prevent its recurrence. Another approach is to allocate some time using a “problem-solving team,” brainstorming and finding different alternatives to a problem that involves a unanimous decision on the best course of action. This approach can be helpful if the problem affects more than one person as it involves multiple perspectives.
Analyzing problems and identifying solutions are crucial skills in making decisions and generating trust in methods. As managers, we often face several problems or “difficulties” because knowing step one in a process will prevent the overwhelming hassle.
Analyzing Problems and Identifying Solutions
To analyze a problem, you must define the problem, state the goal or objective, and identify the alternative solution. It would be best to generate as many solutions or alternatives as possible to identify possible solutions. Do not evaluate the solutions at this point; list all possible solutions. Once you have a good list of possible solutions, you must now assess the solutions to determine which one is the best solution to your problem. You must consider each possible solution’s positive and negative consequences and weigh the alternatives against each other. A good tool for evaluating the possible solutions is a decision matrix. A decision matrix lists the options in the rows and the factors, such as cost, time, and effectiveness, which are most important to the problem in the columns. Each alternative is rated on each factor, and the solution with the highest total score is the best alternative for your problem. Using the decision matrix will increase the probability that you will choose the best solution to your problem.
Evaluating Options and Making Informed Decisions
Decisions are made when a problem is identified, and solutions are generated to resolve the problem. Perhaps one of the crucial steps in the decision-making process is evaluating the various options in which one can decide which solution is the best. This is not always a clear decision where many solutions can be complex and have many outcomes. However, articulating the possible solutions and weighing them against each other can be critical in problematic decisions. In evaluating options, it is essential to be open to many possible solutions rather than simply accepting the first alternative that is suggested. The more options generated and the more thorough the evaluation, the more likely the right decision will be made. The first step in evaluating options is to obtain a complete understanding of the implications of each alternative. This can be done by using a decision tree. A decision tree is a tool that can be used to compare alternatives and the probability of achieving desired results. As Fisher and Ury suggest in “Getting it Together,” decisions usually are a sequence of choices. We identify the problem and then make choices that move us toward the goal.
Implementing and Evaluating Solutions
Decision-making is only the beginning of critical thinking, not the end. Once the group has generated and evaluated a solution, it must be executed and evaluated. This is often the most neglected step in the process. The group has already decided that this is the best course of action in choosing a solution. If the solution has already been implemented, there is no further need for a decision. Groups can leap to a quick decision and fail to execute the solution because it is discomforting or difficult. They can then fall back into the same patterns of defining the problem in more straightforward terms or, in a more comfortable manner, generating another less effective solution. If the solution is valuable, it should be executed to the best of the group’s ability. This is done by carefully planning the precise manner in which it will be carried out. The group can develop a contingency plan or an agreement on how they will monitor the results of their solution if they are uncertain of future outcomes. The group should also assign roles to members that will ensure the solution is carried out meticulously. The final step is to compare the results of the solution to the initial objectives. The group can execute an in-depth evaluation that is only sufficient to determine if the solution was effective. What is most relevant are the current terms of success and failure. A solution has to solve the problem and be a better alternative to the various solutions available. If a solution has mixed or negative results, this can be traced back to the initial problem analysis process. The group can also reverse engineer the solution and compare the results to cause and effect analysis. This can fuel another solution in the future if the current one is unsatisfactory and act as a learning tool when facing similar problems.