Problem Solving and
Decision Making

Graphic-free version

Is not wisdom based on being 
well informed?
Plato
360 BCE Greek

We solve problems and make decisions everyday/all the day:
at home, at work, at play, even at the grocery store! 

Some problems and decisions are very challenging, and require a lot of thought, emotion, and research.  The steps of this guide are designed to help you make good decisions.  Good luck!

Define the Problem
What prevents you from reaching your goal? 

You may need to state the problem in broad terms since the exact problem may not be obvious.

• you may lack information to define it
• you can confuse symptoms with underlying causes

Prepare a statement of the problem and find someone you trust to review it and to talk it over.  If the problem is a job situation, review it with your supervisor or the appropriate committee or resource.

Consider these questions:

• What is the problem?
• Is it my problem?
• Can I solve it? Is it worth solving?
  
• Is this the real problem, or merely a symptom of a larger one?
• If this is an old problem, what's wrong with the previous solution?

• Does it need an immediate solution, or can it wait?
• Is it likely to go away by itself?
• Can I risk ignoring it?

• Does the problem have ethical dimensions?
• What conditions must the solution satisfy?
• Will the solution affect something that must remain unchanged?

Gather Information

Stakeholders
Individuals, groups, organizations that are affected by the problem, or its solution.  Begin with yourself.  Decision makers and those close to us are very important to identify.

Facts & data

• Research
• Results from experimentation and studies
• Interviews of "experts" and trusted sources
• Observed events, past or present, either personally observed or reported

Boundaries
The boundaries or constraints of the situation are difficult to change.  They include lack of funds or other resources.  If a solution is surrounded by too many constraints, the constraints themselves may be the problem.

Opinions and Assumptions
Opinions of decision makers, committees or groups, or other powerful groups will be important to the success of your decision.  It is important to recognize truth,  bias, or prejudice in the opinion.
Assumptions can save time and work since is often difficult to get "all the facts." Recognize that some things are accepted on faith.  Assumptions also have a risk factor, must be recognized for what they are, and should be discarded when they are proven wrong.

• Look at your problems in different ways;
  find a new perspective that you haven't thought of before.
• Brainstorming, or rapid noting of alternatives no matter how silly,
  is an excellent discovery process.
• Once you have listed or mapped alternatives, be open to their possibilities. 
  Make notes on those that: 
  • need more information
  • are new solutions
  • can be combined or eliminated
  • will meet opposition
  • seem promising or exciting

Weigh Alternatives

After listing possible alternatives,
evaluate them without prejudice,
no matter how appealing or distasteful  

Consider all criteria
While a suitable solution may solve the problem, it may not work if resources aren’t available, if people won’t accept it, or if it causes new problems

Techniques in weighing alternatives:

Thomas Saaty's Analytical Hierarchy Matrix.

List alternatives in columns and rows as depicted in the matrix above. Starting with Alternative A, go across columns in the matrix and rate each alternative against all the others.

When the alternative under consideration has more value than the others	Then give the more valuable alternative a score of 1
When the alternative has less value than the others	give the less valuable alternative a score of 0

Add the scores for each row/alternative; highest score is the highest rated alternative according to the criteria you used.  In the matrix above, Alternative C scores highest, so it's the highest rated alternative

SFF Matrix: Suitability, Feasibility &  Flexibility

	Suitability	Feasibility	Flexibility	Total
Alternative A
Alternative B
Alternative C
Alternative D

Rate each alternative on  scale of 1 - 3 for its

• Suitability:  refers to
  the alternative itself, whether it is ethical or practical.  Is it appropriate in scale or importance? an adequate response?  too extreme?
• Feasibility:  refers to
  How many resources will be needed to solve the problem (i.e.  Is it affordable?)
  How likely will it solve the problem?  
• Flexibility: refers to
  your ability to respond
  to unintended consequences, or openness to new possibilities?  the alternative itself, and whether you can control outcomes once you begin.

Total a score for each alternative, compare, prioritize your alternatives...

• Don't consider any alternative as "perfect solution." 
  If there were, there probably wouldn't be a problem in the first place
• Consider your intuition,
  or inner feelings in deciding on a course of action
• Return to your trusted outsider: 
  Is there something you missed?
  Does he/she see a problem with your solution?
• Compromise
  Consider compromise when you have a full grasp of the problem, and your alternatives.  Competing solutions may yield a hybrid solution.

Implement the solution
Until it’s acted on, a decision is only a good intention

Develop a plan for implementation. 
Elements:

• Step-by-step process or actions for solving the problem
• Communications strategy for notifying stakeholders
  Where important or necessary, inform those who care for you and/or will be affected by the change.  Prepare them as necessary about your decision
• Resource identification/allocation
• Timeline for implementation

Monitor progress

Your implementation will only be successful if you are monitoring your solution, the effects of it on resources and stakeholders, your timeline, and your progress.

As you monitor your progress, if results are not what you expect, review your options and alternatives.

Whether or not you achieved your goals, it is important to consider what you have learned from your experience:  about yourself, about what you consider important.

Lastly, if you have done your best, you have your effort as one measure of success.

Adapted with permission from
Beckno, John, Action Officer, Chapter 3, Army's Headquarters Training and Doctrine Command, Fort Monroe, Virginia

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The Study Guides and Strategies web site was created and is maintained by Joe Landsberger,
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