Decision Making & Problem Solving 504 Reading 3

Harvey, Bearley & Corkrum (2001) outlined three elements that were common to problem solving models:

• problem identification


• developing possible solutions


• choosing a course of action.

They believe that problem solving models overlooked the implementation of decisions that can generate resistance, cause more problems instead of fixing the ones that are already there.

The authors offer a 6-step approach to decision making & problem solving:

1. Mind-set - don't deal with the problem/decision itself. It sets the tone for decision making & problem solving Think about the decision/problem in a way that supports creative problem solving. Change the problem solving language by using the term "Situation That Needs Attention (SITNA). This pre-preparation work is often missing when groups are dealing with SITNA. By helping people to change their feelings toward a problem(s) can empower a group to have a go at achieving a positive outcome. "In decision making and problem solving you want to move ... toward a win-win consensus approach where everyone supports the outcome" (p. 21).

Understand the organisational context & what's happening in the organisation. There needs to be a clear sense of vision and mission (direction) then there is a strong foundation on which to make decisions. An environment that is trusting and supportive is more conducive to group problem solving.

Good problem solving requires open and honest communication. The stakeholders bring with them needs and constraints that must be addressed and they also bring attitudes, biases, skills and knowledge.

2. Problem Definition - The outcome clear understanding of the problem by all stakeholders. There are 4 categories of problems:

• Short-Fall - there is a gap between the expectation and what is actually occurring. The gap needs to be fixed.


• Opportunity - usually occurs because of some change in the external or internal environment, e.g. new curriculum. Opportunity for organisation for growth & change.


• Improvement - Proactive approach to getting better and staying ahead.


• New Venture - New avenue for the organisation but need to start with clear and compelling vision. Set clear, incremental goals that move the organisation toward that vision. Provides a focus for where the organisation wants to be in the future & involves inventing & planning.

3. Solution Criteria - defines the parameters of what you want any solution to look like & how will you know you have a good solution. Provides opportunities to evaluate and combine possible solutions & prevents the "hardening of positions". Create needs vs wants criteria.

4. Possible Solutions - Generate many possible solutions - clarify, combine & document them. Good solutions are often derived by combining several ideas building upon them. Time for understanding the solution/s, not judgement or discussion. Add the risk & consequences of each possible solution.

5. Solution Choice - Don't vote for a solution, work at it until you have a consensus, which means that everyone substantially agrees. This is perhaps the strongest feature. Voting can leave people unconvinced of the solution and empowers those voting in disagreeance. Pilot tests can be useful in arriving at consensus as reluctant participants may agree to see how the solution works on a small scale.

Evaluate each choice using the solution criteria and consequences. Review the data. May need to combine elements from two or more possible solutions to build one that satisfies more conditions, and stakeholders. No viable solution? Review solution criteria for impossible set of conditions. Return to the step of generation possible choices and push for creativity in meeting the demands of the solution criteria. DON'T get into dilemma, a situation with NO acceptable solution. Once a decision's made, document the selected choice.

6. Implementation - has 3 distinct sub-steps:

• Planning
• Doing
• Inspecting.

It is important to complete the 6 steps sequentially and resist the temptation to race ahead. Developing a habit to consciously implement a sequential plan of action to decision making and problem solving is important.

Evaluation, revision and renewal are important for the successful implementation of the solution and for learning from the process. Evaluate the solution to see if it solves the problem, then evaluate the problem-solving process followed by revision to find a better fit to the organization.

Harvey, T, Bearley, W., & Corkrum, S. (2001) Core steps in decision making. In The practical decision maker: A handbook for decision making and problem solving in organizations. London: The Scarecrow Press. pp. 17-34.

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