As adults, we are bombarded with about 35,000 decisions per day (Krockow, 2018)

Introduction: Problem-Solving and Decision-Making Process

Robert Frost famously wrote, “Two roads diverged in a wood, and I— / I took the one less traveled
by, and that has made all the difference” (1915). Unfortunately, however, not every decision is as
simple as “Let’s just take this path and see where it goes,” especially when you’re making a decision
related to your business.

The problem-solving and decision-making process that we’ll examine and work through consists of:

1. Identifying the problem

2. Generating solutions

3. Making the decision

4. Implementing and assessing the solutions

Identify the Problem

Before you make a final decision, you want to be well informed. This will save you time and energy
down the road. Identifying the problem is the first step in the problem-solving and decision-making
process. Ask yourself, “ What problem(s) need solving?” or “How does one problem impact
another?” Identifying the problem means you locate the root cause, clarifying precisely what issues
need solving.

Generate Solutions

There is always more than one solution to a problem. Thinking about multiple ways to solve a
problem promotes creativity and new ways of thinking that you may miss if you simply stop at the
first solution. Generating creative and innovative solutions will yield even more effective outcomes.

Make the Decision

Once you have generated multiple solutions to a given problem, apply a decision-making style.
Different situations require different styles, so choosing wisely will help you select the best solution.
The goal is to have all the information you need before making the final decision.

Implement and Assess the Solution

Develop metrics to measure success before implementing the solution. Then measure the results
against the decided-upon metrics. Assessment of the solution can reveal how well the solution
meets the needs of the original problem. Assessment can also inform how to improve your problem-
solving and decision-making skills for future situations.

Think about this entire problem-solving and decision-making process as the “umbrella” that will help
you weather storms and inform and support you moving forward.
The “Root Cause” Approach

The root cause of a problem is the essential or core issue. There are many approaches to discovering
the root cause of an issue, but in this course, we will utilize an easy and effective approach known as
the 5 Whys. In other words, ask yourself five why questions to help you get to the root cause of a
problem. You may not need all five, but asking these questions can be an excellent way to start. The
main focus is to drill down to the foundational or root cause reason(s) for the problem. If you don’t
deal with the situation’s root cause, you won’t be solving the appropriate problem.

Solutions

Mindset & Personal Bias

A mindset is a set of assumptions held by one or more people. Personal bias is our unique and
individual thoughts and assumptions about others. For example, we might have a personal bias that
a colleague or friend is “so smart” that they always have the correct answer, so our bias would be
that we listen more intently to them and put a lot of faith into what they share. Another personal
bias could revolve around people we may not like too much, and we may tend to disagree with their
point of view or not be open to listening to their ideas. Therefore, if our mindset is closed or fixed,
we won’t be open to others' ideas or innovations. Biases can be conscious (biases that we are aware
of) or unconscious (biases we aren’t aware of but are still part of how we view others).

To determine your general mindset about making decisions, you must uncover contextual factors,
including your sense of time or urgency around the decision, or your view or understanding of
facilities, technology, or the budget. Do you have an open mindset, or do you believe the new hybrid
space configuration is not very important? What are your assumptions about how people can and
should work together? What are your biases about a hybrid work environment?
Problem Solving Styles

Our approach to making our decisions can vary depending upon the type of decisions we need to
make. We make many of our 35,000 daily decisions (mentioned in Module 1) automatically or
instinctively. However, the decisions surrounding our hybrid office environment example are
complex and have many elements, and thus require deeper consideration. Understanding different
style approaches can help us solve problems more effectively.

Directive

This approach lends itself well to situations characterized by stability, repeated patterns, and
consistent events. Reserve directive decisions for instances where there is a clear and undisputed
cause-and-effect relationship—in other words, in those cases where a correct answer exists and is
collectively understood. Make sure there are best practices in place for recurring processes. When
classifying the situation, remember to ask yourself, “Is this my decision to make, and do I have all the
required information to make this decision?” Delegate, if necessary, but remember to communicate
in clear, direct language.

Analytical

Analytical decisions are helpful when there may be more than one correct answer. This style is useful
for solving problems where the cause-and-effect relationship is discoverable but not immediately
apparent. Use this style to explore several options or solutions and use fact-based data to guide the
appropriate action. Analyze all the information available before deciding on a course of action. It’s
also beneficial to assemble a team of subject matter experts to assist with analytical decisions.

Conceptual

The conceptual style takes a more social approach than directive or analytical methods. The
conceptual style encourages creative thinking and collaboration and considers a broad array of
perspectives. Conceptual decision-makers are often achievement-oriented and like to think far into
the future when making important decisions. Apply conceptual decision-making to problems that
involve many competing ideas. This style is best suited for situations characterized by
unpredictability or those that need creative and innovative approaches. In these scenarios, you often
find no immediate solution, but patterns emerge over time. Using a conceptual style of decision-
making accounts for long-term planning and unknown variables.

Behavioral

The behavioral approach tries to make sure everyone works well together. Like the conceptual style,
behavioral decision-making is group-oriented. However, rather than brainstorming potential
solutions, the group is often given the options available. From there, the group discusses the pros
and cons of each choice. This style of decision-making considers many different outlooks and
opinions in the process. Like conceptual decision-making, the behavioral style requires proactive
communication. This style takes a more reflective approach by discussing solutions that have worked
in the past rather than trying to reveal new patterns.

Apply a Problem-Solving Style: Hybrid Work Environment Example

Now, let’s take a closer look at how each approach might apply to our example scenario.

As a refresher, our example is that our team’s current office space configuration doesn’t adequately
support the company's new hybrid work environment. Your company decided to reduce the amount
of office space it leases since most employees will be in the office only 6-10 days per month. There
are eight distinct departments and a great deal of cross-functional work, so having conference
rooms and shared spaces would be optimal. You are part of a team tasked with understanding the
underlying issues and the logistics of this new configuration and recommending a plan to move
forward.

 The directive approach is utilized when there is a cause-and-effect situation, which this
hybrid new environment configuration is not. Therefore, this style wouldn’t be appropriate
for our example scenario.

 The analytical approach calls us to apply information and data that is fact-based.
Understanding all of the employees’ schedules (i.e., which days and times they will be in the
office) is important and informative, but it doesn’t address the need to foster a creative
approach to how people will work with various schedules in the many areas of the company.

 The conceptual approach encourages creative thinking and collaboration and considers a
broad array of perspectives. This style could be beneficial and an effective choice for creating
our hybrid work environment.

 The behavioral approach tries to make sure everyone works well together. This could also
be an effective style, even though the solutions are not predetermined. This team needs to
be well-connected with solid communication and goal alignment.

Though there is no “correct” answer, the following actions can help us generate ideas about what
might be best for our hybrid work environment project so we can find a style path that incorporates
our purpose:

1. Hear what all team members believe would be best for the new environment.

2. Check-in with key stakeholders who are not on the team.

3. Anticipate how to environmentally enhance collaboration and communication with well-

thought-out workspaces and meeting areas.

4. Anticipate employee schedule challenges to factor in agility.

5. Foster a team that is open-minded to innovation and new ideas and will try out creative
approaches instead of saying, “this won’t work.”

Generate Solutions

Solution Criteria and Parameters

In our first module, we looked at the parameters of time, resources, and budget. These constraints
are always a part of the process, and understanding these elements from the start will hopefully
save you some time and aggravation. The following questions can help you begin:

 Time: What’s the time window we have, not only for the process but also for when the
decision must be made?

 Resources: Who is part of the team? Who will be able to work with the group and identify
any resources that might be helpful?

 Budget: Is there a budget for solving this problem?

The information about each parameter is key to developing the solution criteria, so it would be
essential to have that information and data before the solution generation phase. Once you identify
these parameters, you can begin to explore possible solutions.

Generate Solutions through Enhancing Creativity

If you’re struggling with generating solutions to your problem, the seven methods below can help
you and your team enhance creativity and give you the ability to seek possible solutions in new
ways.

Ask Yourself: “What Would My Hero Do?”

When you’re stumped about a problem and can’t make any headway, “call in the big guns.” Create a
list of some of your favorite creative people. Then, when a problem arises, consult your list and ask
yourself what they might do to solve it. Consider how Willy Wonka would solve a packaging
challenge, how Coco Chanel would tackle a communications issue, or how Salvador Dali would take
on streamlining a supply chain. These creative approaches can be very enlightening.

Get Out of the Office

Make a habit of stepping outside, even if it’s just to walk around the block. As you stroll, make a
point to notice things. If you need some discipline on your inspiration hunt, make a game of it, and
deliberately hunt for things that begin with the letter “A” on the first day, “B” on the second, and so
on. Your mind will start connecting the dots between what you see and the problems you left back
at the office. That’s the beauty of our subconscious.

Bring It to Life

Stop talking and start building! Put your thoughts into words, your words into pictures, and your
pictures into prototypes. When people can see your idea, they’re less likely to forget it and more
likely to take it seriously and become involved in its development. Remember the old adage, “A
picture is worth a thousand words,” because even a bad drawing is better than no drawing at all.

Conduct Literal “Stand-Up” Meetings

Your entire energy changes when you’re standing. Unsurprisingly, the entire energy of a meeting
does, too. Convert one of your meetings to a standing one and watch the momentum, enthusiasm,
and action soar. They’ll move faster and be more action-orientated, and be more likely to motivate
your team.

Think Outside the Box

Steve Jobs said, “Creativity is just connecting things.” Thinking outside the box is imagining solutions
that are not apparent at the moment and exploring creative and unusual ideas that are not limited
or controlled by rules or traditions. Such thinking has generated many clever ideas that are now part
of our everyday lives, such as liquid in boxes (1963) and straws added to those boxes (1980s), which
led to the creation of juice boxes, and eventually, juice pouches.

Tap into the Team and Supportive Colleagues

We often view our “team” as people in our department or the people we work with regularly. We
can undoubtedly utilize these people to think about problems in new ways, so we need to invite
their thoughts, insights, and perspectives. Supporting colleagues outside of this group can also
provide great ideas, and we also need to invite their participation. Providing these employees with
information before you meet with them will allow them time to process, think, and be innovative.
Most people appreciate being asked for their perspectives and having the opportunity to give input.

Use Jugaad

Jugaad ("Jugaar") is a colloquial Hindu word that refers to a non-conventional, frugal innovation,
often termed as a workaround. Jugaad is often used to signify creativity in making existing things
work or to create new things with meager resources. According to author and professor Jaideep
Prabhu, jugaad is an "important way out of the current economic crisis in developed economies and
also holds important lessons for emerging economies" (Sonwalkar, 2013).

Two examples of jugaad include:

1. The jugaad cycle that can generate electricity: In rural India, an irregular supply of electricity
is a major problem. However, two people in Haryana's Sirsa came up with a low-cost
solution and made a jugaad cycle (literally a stationary bike) that could generate electricity.
It can charge an inverter, giving a 6-hour backup after two hours of pedaling.

2. Making multi-purpose ropes from old sarees: Making multi-purpose ropes from old sarees
is one of the most common jugaads. Some people have even built simple rope-makers to
braid and twine saree (cloth) strips to make long ropes. These ropes are quite strong and can
be used for various purposes.

The fact is, creativity is all around us in many forms. The ideas shared here are meant to inspire you
as you solve critical problems and make business decisions. One essential thread that connects
creativity and innovation is harnessing and tapping into the people and resources around you.
People are usually flattered when asked for their ideas, thoughts, and insights.

Make Decision

Maya Angelou shared, “You may not control all the events that happen to you, but you can decide
not to be reduced by them.” The spirit of Angelou’s quote speaks to the challenging and often
daunting part of decision-making: “What if I make the wrong choice?” As we make decisions, we can
only do so with the information we have, so we should not agonize over the elements that we
cannot control. However, we do learn as we go, and these lessons can add to our growing body of
knowledge in making decisions.

Decisions Making Styles

There are various styles and approaches to making decisions, and each decision has its own criteria
and parameters. The following styles can help you determine which option is best for your decision.

Democratic

When the decision is not urgent, a democratic style may be appropriate, where a majority vote
finalizes the decision. Individuals need to interact in this style and may come together as a
committee to form an opinion, set a deadline, and ultimately vote. Complete buy-in is desirable but
not essential for a decision to be made.
Consensus

You can utilize a consensus-based style for critical situations and significant decisions when there’s
no urgency. In this style, people in a cross-functional team from different departments have input
and reach a decision. Individuals from multiple groups and functions work together to develop the
final perspective for the final decision, and buy-in is essential. Therefore, you should reserve this
style only for the most significant decisions, recognizing that it can take a long time to get everyone’s
agreement before making the decision.

Directive (Pros and Cons)

Pro and con lists are simple but powerful decision-making tools that help you understand both sides
of an argument. Pros are arguments in favor of a decision or action and outline how the ideas or
actions support the potential decision. Cons are arguments against a decision, including drawbacks
or concerns. Each pro or con item will not carry the same weight, so evaluating each item is
important. This method can also provide a helpful visual as you think through options.

Choose a Solution

Regardless of which decision-making style you eventually choose, you will still need to come to the
place where you choose a viable solution. You can do this by engaging your team in the choice or
presenting the options to a predetermined decision-maker. The following are some general
guidelines to consider when determining which method to use to make your final selection:

 Voting: Voting means that a majority determines the outcome, so not everyone may be
satisfied with the decision. Voting may be a viable option to allow the solution to move
forward when your timeline is tight.

 Consensus: Consensus means that everyone agrees. This is the preferred method because it
creates instant buy-in among the decision-making team, which will make it easier to get buy-
in from others and reduce any resistance. This may not work as effectively when your
timeline is critical, as it can take a while to obtain consensus.

 Prioritizing: Prioritizing means sequencing possible solutions by priority which helps identify
higher-priority solutions and eliminate lower-priority ones. This method is beneficial if
someone else is charged with selecting the final solution. Prioritizing can be an excellent
approach for presenting to an executive sponsor so they can determine the best solution in
the time frame and with the resources available.

 No viable solution: If none of the solutions meets your identified needs, there is no viable
solution. In such a case, go back and review your solution criteria to make sure you didn’t
create a set of criteria that was impossible to meet. If you determine that the criteria are
valid, go back and generate more possible solutions. If you still cannot find a viable solution,
you may have a new problem to address. It’s wise to seek one last perspective before
accepting that there’s no viable solution here. Remember that being creative and thinking
outside the box may require different resources, new vantage points, and, perhaps, new
people on the team for support.

The Impact of “No Decision”

Problem-solving and decision-making are hard work! There is so much to think about, assess, and
uncover. There may be times when you feel overwhelmed or might procrastinate on making a
decision or selecting a choice. If you hesitate, sometimes “no decision” becomes the decision. If you
wait too long to finalize your decisions, others (e.g., the boss or key stakeholder) might intervene
and take the reins of the decision and move it forward without the group’s input.

6 Tips to Make Better Decisions

The following six tips can provide more information and awareness as you make decisions:

1. Choose the right attitude; choose the right time: Make decisions for the right reasons and
when you are calm and thoughtful. Don’t make any serious decisions because you are angry,
hurt, depressed, desperate, frightened, or want to get revenge or harm someone else. In
other words, don’t make decisions when you are incapable of rational thought. Even in these
states of mind, you must decide whether making an immediate decision is necessary or
desirable. Spend time in careful thought before acting so you will not create unnecessary
problems.

2. Increase your knowledge: Don’t be afraid to ask questions. Questions are a great way to let
others talk, and their ideas often spark new thoughts or add to your knowledge base.
Research ideas and find ways to connect with others who may have expertise in areas you
are not as familiar with.

3. Model a culture of creativity: Involve co-workers as you search for creative and innovative
ways to solve problems and make good decisions. Those we work with often have great
ideas but may not speak up on their own. Instead, they might wait to be asked for their
thoughts or opinions. Starting an internal company blog that allows for questions, answers,
and information sharing might be a helpful way to openly communicate with those who
work in different business areas.

4. Suspend judgment: We all make judgments and put people in categories in our minds.
Sometimes our judgments are incorrect or unfair. If we predetermine when generating
possible solutions that someone can’t add value, we limit our possibilities and may miss
ideas that might prove to be very helpful.

5. Get more points of view: Obtain various points of view as you make decisions. Most people
are happy to share or help out when you ask their opinion. You might say, “If this were your
situation, what would you do, and why?” or “What options make sense to you?” or “What
are creative ways we could solve these challenges?”

6. Encourage brainstorming: Encourage everyone to brainstorm. Letting the ideas flow is a

great way to make better decisions. The more options you have reviewed, the better you will
feel about your selected path.

Decision-Making Hazards to Avoid

Each of us has our own way of making decisions, and we know what feels comfortable and natural to
us. However, we need to understand that every approach to making decisions can have a downside.
Below are some common mistakes we may make due to time constraints or limited resources.

 Rushing to a decision: We may think we need to move fast (and sometimes we do!) to make
a decision that impacts others. Stave off this urge whenever possible.

 Not listening to your inner voice or intuition: We often know right away what the correct
decision is, but we may be swayed by environmental factors or by the opinions and
pressures of our teams, peers, or supervisors.
  Not asking other business partners or team members for their thoughts: Though asking
someone else for their ideas takes more time, in the long run, it can save time. Sometimes
our own decision-making approach can get in the way of making sound business decisions.

 Not looking “outside the box” to seek solutions and ideas: Relying on what you have done
in the past may not be the best solution when you make future decisions. Ask your business
partners and team to help you generate “outside the box” ideas so you can make sound
business decisions.

 Making judgments about others: We work and live in a fast-paced environment, and
decisions are often made too quickly about someone’s character or skills. Rushing to
judgment about others is a decision-making pitfall.

 “What you see” is all there is: Make sure that all variables and elements have been explored
before making any decision. An iceberg looks small above the surface, but the bulk of its
mass is actually underwater. Take time to investigate, do a deeper dive, and be sure to
explore the entire picture

Implement the Solution

Implementation is the process of executing the actions and decisions made. Merely solving problems
or making decisions does not necessarily move things forward. A solution still needs to be
implemented and should be planned out with predetermined processes and an outline of steps to
accomplish milestones. Before implementing the solution, it’s essential to create measurements for
assessing the success and impact of the implementation. These metrics need to be created before
starting implementation in order to have objective measures that contain statistical validity.

Additionally, the environments we work in are constantly changing, and even after we’ve decided on
a course of action, we might need to make some ongoing adjustments. In the following section, let’s
consider some of the situational variables that might influence our need to make adjustments.

Situational Variables

A situational variable is something that occurs in the environment or with the people involved that
can have an impact on the implementation of our solutions. The effects of situational variables can
occur at the beginning, middle, or even as the implementation is near completion. Some situational
variables that might arise within our hybrid work environment example include the following: