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Adaptive techniques for solving
problems are a combination of logic and common sense
While not precise, can produce satisfactory solutions.
If you cannot follow the complete problem
solving process, use these techniques when you
- have little time for research
- don't need exhaustive analysis
- can accept the risks
- can make reversible decisions
Considerations in
adaptive decision making:
Decision staggering
Make incremental decisions to achieve an objective and avoid up-front
commitment to a decision you cannot change.
Example: Before installing
air-conditioning, try screens, shades, and fans. These alone may do
the job. If not, these improvements will still have helped cool the
building and increase air-conditioning efficiency if later installed.
Exploration
Use information available to probe for a solution.
Exploring is a modified trial-and-error strategy to manage risk. Unlike
a throw of dice, however, it requires a firm sense of purpose and
direction. Use this technique to move cautiously in small steps toward a
solution.
Example: Doctors avoid committing to a
single, incomplete diagnosis of an illness. Through tentative but
precise exploration, they determine the cause of an illness and its
cure.
Managing by exception
Work on those matters that are critical to you, and leave matters to
others that are not. Strategizing and prioritizing
Example: You tutor a child in
math. You become aware that the family situation is troubled,
but you haven't the skills to help. You inform the case manager
for theri action, but continue to focus on the supporting the child
with his/her homework
Hedging
Spread risk by avoiding decisions that lock you into a single choice
if you are not prepared to commit.
Example: astute investors don't
"put all their eggs in one basket." They spread risks with a
balanced portfolio of stocks, bonds, and cash.
Intuition
Options based on your experience, values, and emotions, values?br>
your gut feelings and your heart! While often able to arrive at the
truth through intuition, don't rely on it exclusively. It can trigger
snap judgments and rash decisions. Use logic first, then your intuition
to make the decision "feel" right
Delay
If an immediate decision isn't necessary and there's time to develop
options, go slow or let it wait. Sometimes doing nothing is the best
decision; the problem either goes away, or events overcome it
Delegation to another
if the problem can be solved better by someone else, if the problem
is not really yours in the first place (identify stakeholders!), or your
resources (time, money, etc.) will not be adequate
Vision, opportunity, and options
Focus on the future to uncover hidden opportunities and options.
With options, we make better decisions. Without them, decisions become
forced choices. By finding tomorrow's opportunities and developing
options, you can make enduring, quality decisions.
Barriers to
effective decision-making
Indecision
Avoiding decisions to escape the unpleasant aspects of risk, fear, and
anxiety
Stalling
Refusing to face the issue; obsessive gathering of endless facts
Overreacting
Letting a situation spin out of control; letting emotions take control
Vacillating
Reversing decisions; half-heartedly committing to a course of action
Half measures
Muddling through. Making the safest decision to avoid controversy but
not dealing with the whole problem
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The Study Guides and Strategies web site was created and is
maintained by Joe
Landsberger,
academic web site developer at the University
of St. Thomas (UST), St. Paul, Minnesota. It is collaboratively
maintained across institutional and national boundaries, and last revised
September 04, 2002 .
Permission is granted to freely copy, adapt, print,
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