Decision Making and Problem Solving Decision Making Problem

Decision Making and Problem Solving

Decision Making, Problem Solving and Conflict Resolution Objectives · To provide the learner with steps for effective decision making. · To identify the barriers to effective decision making. · To practice effective decision making and problem solving.

Overview of Decision Making n Decisions by teams have many advantages over those made by individuals. Any one individual may be limited by professional expertise, ability to gather information, and ability to integrate information. In a team environment, individuals bring together a broader base of experience and expertise. Teams also provide a forum for brainstorming and critical evaluation of alternatives.

The following guidelines are helpful when deciding who to include in the decision making process: n If a high quality decision is necessary but employee acceptance is not a concern, then include those who are experts in the area. n If acceptance by employees is necessary but quality of the decision is not an issue, then include representation by those employees affected by the decision.

Guidelines. . . n n If a high quality decision and employee acceptance are both important, form a team of experts and employee representatives. If both decision making quality and employee acceptance are not important, make the decision yourself.

Discussion Questions 1. What are the important steps in the team decision making process? 2. What types of barriers exist in your organization that inhibit good decision making?

Steps in Decision Making

Step 1—Identifying/Defining the Problem

Questions for the team. . . · Was everyone who might have relevant data present or represented at the team meeting? · Were those most directly involved in defining the problem encouraged by the leader and other team members to give information? · Did the team take the information relating to the problem and consider how it fits together? · Was everyone asked whether he or she agrees with the final problem statement as written?

Step 2 – Solution Generation

Brainstorming Rules. . . n No evaluation of any kind is permitted as alternatives are being generated. Individual energy is spent on generating ideas not defending them. n The wildest possible ideas are encouraged. It is easier to tighten alternatives up than loosen them.

Brainstorming Rules. . . n The quantity of ideas takes precedence over the quality. Emphasizing quality engenders judgment and evaluation. n Participants should build on or modify the ideas of others. Poor ideas that are added to or altered often become good ideas.

Questions for the team. . . · Have all the resources of the team been used to generate ideas? · Did the leader and other team members take time to encourage those who might be slower at expressing ideas? · Did the team take time to examine all the ideas and combine them into sets of alternatives? · Was criticism tactfully discouraged and evaluative comments postponed?

Step 3 – Ideas to Action n Once a list of possible solutions have been generated, the team creates an action plan for each of these possible solutions generated. Specifically, the team should assess people, resources (including time), processes, and machinery involved in the problem.

Questions for the team. . . · Did the team examine the alternatives in terms of human, financial and other costs associated with each and in terms of new problems that might arise? · Was the team able to evaluate ideas critically without attacking individual who proposed or supported those ideas?

Questions for the team. . . · Is the chosen solution related to the problem statement and the goals developed earlier? · Was final consensus reached on a trial solution? If not, was the extent of agreement among team members clearly established?

Step 4 -- Implementing the Decision n After the team reaches consensus on the best solution, the action plan (completed in Step 3) for that solution must be implemented. Meetings to secure the resources need to be conducted. Also, the team should devise a time line for full implementation.

Questions for the team… · Did the team identify the various forces that might help or hinder the action being planned? · Were all team members involved in the discussion, particularly in giving information needed to define actions and ensure that essential steps weren’t left out?

Questions for the team… · Were all the needed resources for taking the action clearly identified? · Did each person who accepted responsibility for a task make a clear commitment to carry out that responsibility?

Step 5 -- Team Decision Making Evaluation n In order to not repeat mistakes made in the first four decision making steps, the team should evaluate the effectiveness of their decision making process. In addition, the team should determine the appropriate criteria to evaluate the success of the decision itself.

Questions for the team. . . · Has the team reviewed the desired outcomes and developed measures to indicate the degree of success achieved? · Were contingency plans outlined for critical steps so that the overall plan could continue with modifications if necessary?

Questions for the team. . . · Was a timetable developed for interim evaluations? · Did the team learn to solve problems in accordance with this model?

Barriers to Decision Making n Failure to evaluate team decision making process n Poor leadership n Groupthink n ? ? ? ? ?

Facilitators n Set the stage for the group n Clarify expectations n ? ? ? ? ?

Alternative Decision Making Approaches n If decision making is prone to barriers and groupthink, what can be done to avoid them and make team decision making more creative and productive? n The following section outlines some alternative decision making approaches that may alleviate the barrier(s).