Problem Solving and Decision Making ain't the Same Thing



Posted: Tuesday, August 18, 2009

by
TVA Inc

Many times you will hear professionals use the terms "problem solving" and "decision making" synonymously. This partially explains the mediocre abilities of many teams. The two are completely different beasts. Related in important ways, yet they are not the same thing. Problem solving is the process by which an individual or group attempts to make positive progress on a particular task. Decision making is an activity that takes place several times during the problem solving process. Decision making refers to tools capable of helping the problem solving process advance.

As an example, the world's most popular (and simple) problem solving model is: 1) define the problem; 2) generate alternatives; 3) evaluate and select an alternative; and 4) implement and follow up. Step one is about finding root causes. Step two is about suspending judgment in order to develop many viable possibilities. Step three is about evaluating options relative to the problem definition and the standards to be achieved. Step four is about getting value from the selection through proper introduction of the solution into the workplace. The point is that when there is time and when the problem is particularly important a more systematic approach to thinking through problem solving tends to be superior to simply making a "gut call."

In contrast, decision making refers to a large array of tools one might use to successfully conclude one part of the problem solving process in order to move on to the next part. There are many types of decision tools including pareto charts, matrices, decision trees, various types of statistical analysis, etc. The list runs easily into the hundreds. While walking through the problem solving process you arrive at junctures where there is ambiguity (e.g., what is the root cause of the problem) or areas where data need to be reduced to move forward (e.g., which of these alternative solutions shall we select). These are the times to take out your tool kit, select and apply an appropriate tool, and move on to the next step in the problem solving process. In a nutshell, that's it but it is vital you avoid the main traps professionals fall into:

The love of bandaids

Gut check what percentage of the problems you faced last month at work were not new? That is, they are recurring. You've seen them before. For many professionals the answer is well north of 50%. That is the result of seeing an issue, doing the minimum required for you to get past it for now (i.e., applying a bandaid), and moving on to tackle the rest of your busy schedule. There are many reasons we choose not to do the extra work required to ensure the problem does not crop up again, from blaming others, to claiming you have no time. Fine. Enjoy the same problem again next week.

No real model

Sometimes, professionals will avoid a premature "gut call" and will sit down and endeavor to really address an issue. Unfortunately, they do not have something as simple as the model noted above to guide their efforts. You know what they say, "if you don't know where you are going, any road will get you there." I have personally asked thousands of professionals is they have a model or methodology for problem solving at work. About 20% say they do only 20%!!!

Paralysis by analysis

This one is classic. Say we understand the difference between problem solving and decision making. We are following some systematic process and we have an array of decision making tools. The trap here is that some tools can suck you in like a black hole. Microsoft Excel is a classic example. With a relatively small amount of data a person or team can get lost for days slicing and analyzing data to the point that any real progress in the problem solving process is halted. The solution plan upfront, even if the timelines are fuzzy, for a finite amount of time for all analyses, and with each new analysis completed ask whether or not the result was significant enough to justify the time spent.

Now you know your basic problem solving from your decision making. They complement each other beautifully as long as we don't use too many band aids, fail to use a real model or allow ourselves to get happily lost in the details.

Dr. Dewett is a nationally recognized leadership expert, professor, author, professional speaker and consultant specializing in all aspects of organizational life. As quoted in the New York Times, BusinessWeek, CNN, the Chicago Tribune, MSNBC and elsewhere. He is the author of Leadership Redefined. Podcasts, blog, free newsletter and more at http://www.drdewett.com . Copyright 2009 TVA Inc.
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