Decision-Making Strategies

Decision making is a process of identifying and evaluating choices.  The three types of decisions we make are: routine, impulsive, and reasoned.  Deciding what to eat for breakfast is a routine decision; deciding to do or buy something at the last minute is considered an impulsive decision; and choosing your career is, hopefully, a reasoned decision.  Below are some tips to refine your reasoned decision-making process.

Decision making has much in common with problem solving.  In problem solving you identify and evaluate solution paths; in decision making you make a similar discovery and evaluation of alternatives.  As you weigh alternatives, use the following suggestions:

·         Consider the outcome each is likely to produce, in both the short term and the long term.

·         Compare alternatives based on how easily you can accomplish each.

·         Evaluate possible negative side effects each may produce.

·         Consider the risk involved in each.

·         Be creative, original; don’t eliminate alternatives because you have not heard or used them before.

A comparison analysis is a great tool to help work out the importance of certain aspects of the decision. It’s a way to compare apples to oranges, so to speak. It helps to prioritize objective data when you have different, subjective options. Selecting between candidates for an open job position is a good example of this tool in action, where you are comparing qualifications, skills, and experience against your desired position.

First, make a list of the aspects you want to compare. Assign each aspect a letter of importance (A is most important / relevant; B is second, and so on).  Try to keep the list to five or fewer options. If you have more than that, some of the aspects may be facets of the same thing, or may not truly be relevant to the decision. In our example, let’s say Computer Skills, Teamwork, Warehouse Experience, Management Experience, and Problem-Solving are the five aspects, in order or importance.

Second, write the options in columns across the top. In our sample, it would be the candidates you are comparing, let’s say Amy, Tom, and Mike.

Third, rank each option according to the aspect on the left. If you have three options, you would assign each option according to the aspect a number one (lowest) through three (highest, or most like). This part is subjective, and that’s ok. You may need to write out your defense of the ranking, or talk it through with someone else. This process will organize your thoughts and help reinforce your ranking.

		Amy	Tom	Mike
Computer Skills	A	3	1	2
Teamwork	B	1	2	3
Warehouse Experience	C	1	2	3
Management Experience	D	3	2	1
Problem-Solving	E	2	3	1

Fourth, give the rankings a weighted score. To assign weight to each aspect, use a multiplier of 1 plus the number of aspects being compared. For example, if there are five aspects, the “A” aspect would have a multiplier of 1.5, the “B” aspect would have a multiplier of 1.4, etc. Multiply the option’s ranking times the multiplier. Total the weighted scores, the option with the highest score would be the one to choose.

		Weight	Amy	Tom	Mike
Computer Skills	A	1.5	4.5	1.5	3
Teamwork	B	1.4	1.4	2.8	4.2
Warehouse Experience	C	1.3	1.3	2.6	3.9
Management Experience	D	1.2	3.6	2.4	1.2
Problem-Solving	E	1.1	2.2	3.3	1.1
Score			13	12.6	13.4

If you disagree with the results, examine your aspects and your rankings to make sure these are an accurate reflection of your priorities. In our sample case, Mike would get the job offer because even though he didn’t score strongest in the first aspect, he scored best overall, with strong teamwork and warehouse experience. 

Another common decision-making tool is the “Pro – Con” approach. A branch-off of that is the Pro – Con – and Fix method. After listing the pros and cons, go through the list of cons and determine which ones can be mitigated, or fixed.  Evaluate each Con to determine if it:

·         truly impacts the result

·         can be combined with another con 

·         can be eliminated, mitigated, or neutralized. Write the “fix” in a column to the right of the Cons.

There are as many methods of reaching a decision as there are decisions to make. Check out the quiz: How Good Are Your Decision-Making Skills to find out how you rate.

Problem Solving

Much of what supervisors do is solve problems and make decisions.  New supervisors, in particular, often solve problems and make decisions by reacting to them.  They are “under the gun”, stressed and very short for time.  Consequently, when they encounter a new problem or decision they must make, they react with a solution that seemed to work before.  It’s easy with this approach to get stuck in a circle of solving the same problem over and over again. 

To prevent this as a new supervisor, get used to an organized approach to problem solving.  Much of your problem-solving confidence will come from having a tried-and-true process to solve problems quickly and effectively. Below are six steps to frame your problem-solving process.

1.        Define the Problem – identify the problem as specifically as possible.  Evaluate the present state and determine how it differs from the goal state.  Writing it down can be very helpful in clarifying and organizing your thoughts. Taking the time during this step will ensure that a) there is a problem; and b) that your solution actually addresses the real problem. So often, when we hear about a potential problem we race to act. A lot of time and resources can be saved by spending time defining the root cause.  

2.        Analyze the Problem – learn as much as you can about it.  It may be necessary to look beyond the obvious, surface situation, stretch your imagination and reach for more creative options.

a.        Interview others who are involved

b.        Be flexible in your analysis

c.        Consider various strands of impact

d.        Brainstorm about all possibilities and implications

e.        Research problems for which you lack complete information

f.         Seek help – consult your coach or mentor, or discuss with your department head

3.        Formulate Possible Solutions – identify a wide range of possible solutions.

a.        Be creative

b.        Consider similar problems and how you have solved them

c.        Use advice from more experienced supervisors

d.        Check for existing company resources regarding the same or similar problems

4.        Evaluate Possible Solutions – weigh the advantages and disadvantages of each solution.  You may use a classic “Pros & Cons” T-diagram to organize your thoughts.

a.        Think through each solution and consider how, when, and where you could accomplish each. 

b.        Consider both immediate and long-term results. 

c.        Mapping your solutions can be helpful at this stage.

5.        Select One Solution – consider compatibility with your priorities, amount of risk, and practicality.

6.        Monitor the Solution – revisit the solution to evaluate the effectiveness.  You may need to tweak the results to get to the goal state.

Keys to Problem Solving

Think aloud – problem solving is a cognitive, mental process.  Thinking aloud or talking yourself through the steps of problem solving is useful.  Hearing yourself think can facilitate the process.  If you are not in a place where you can think aloud, use a word processor on your computer.

Allow time for ideas to “gel” or consolidate.  If time permits, give yourself time for solutions to develop.  Distance from a problem can allow you to clear your mind and get a new perspective.

Talk about the problem – describing the problem to someone else and talking about it can often make a problem become clearer and more defined so that a new solution will surface.

Think maybe your problem-solving skills are already up to the challenge? Take this quiz and find out! How Good Is YourProblem Solving?