Tag: problem solving

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Decision Making Myths and Tips

Published on by MSU Human ResourcesLeave a comment

In both work and life in general, there is often no “right” decision. We’re often faced with an abundance of options, which doesn’t make the act of decision making any easier. Whether you’re someone who experiences decision paralysis, someone who makes rash decisions you come to regret, or fall anywhere in between, you will likely benefit from simplifying decision making with a balanced combination of intuition and critical thinking.

Types of Decision Making

Decisions should, ideally, come from a clear understanding of your needs, values and goals. When you’re in a familiar situation, do you find your decisions are fast and automatic? This is likely based on your established experience with what works and what doesn’t. However, when you encounter a new situation, you may find you need more time to weigh potential benefits and risks. Knowing various approaches to decision making can help you determine what’s best for your unique circumstances.

Informed Decision Making

The ability to think critically is key to making good decisions free from common errors or bias. Informed decision making means not just listening to your intuition or “going with your gut,” but rather figuring out what knowledge you lack and obtaining it. When you look at all possible sources of information with an open mind, you can make an informed decision based on both facts and intuition.

Satisficing vs. Maximizing Decision Making

A satisficing approach to making decisions involves settling for a “good enough” outcome, even if it’s flawed. Alternatively, a maximizing approach waits for conditions to be as perfect as possible to minimize potential risks. People who make good decisions know when it’s important to act immediately, and when there’s time to wait and gather more facts before making a choice.

Decision-Making Styles

If you find you’re feeling stuck when faced with the need to make a decision, consider the decision-making styles below. Examine these factors and think about how they relate to your potential decision.

StyleBehaviorWhen to useDo not use when
AuthoritativeYou make a decision and announce it to relevant parties.Time is short.

As decision maker, you have all the knowledge needed.		You need buy-in from others.
Consultative (group or individual)You gather input from individuals or a group, and then decide.As decision maker, you do not have all the knowledge or insight needed.

The issue is important to a group/team.		Others really don’t have a say in the decision (as decision maker, you may have privileged information).
MajorityYou reach a decision along with a group; everyone understands the decision, and the majority of people are willing to implement.It is a relatively trivial matter or low-stakes decision.The decision affects everyone in a meaningful way.
ConsensusYou reach a decision along with a group; everyone understands the decision, and everyone is willing to implement.The decision will impact everyone, and all need to fully buy in.

There is potential value in the team discussing or working together on the decision.		Time is short.
DelegateYou delegate the decision to an individual or a team, with constraints you have set.The delegate has all the necessary skills, or there is a coach or mentor available to assist.It is a high-risk or high-profile decision.

Decision Making Myths

Making decisions can be stressful, and it’s easy to fall into falsehoods about decision making to avoid putting in the sometimes difficult effort to make the best choice. Consider some common myths related to decision making and think of ways to avoid these traps.

Myth #1: I just need to solve this problem at this moment; I don’t have time to dedicate to this decision.

Putting off a decision is a decision in and of itself. However, intentionally slowing down a bit to be clear about what you’re solving will speed up your efficacy. Put in the quality time now to avoid having to revisit a decision later that you may come to regret. Our problems sit in a context. If your focus is too narrow, or your process is too rushed, you may solve the wrong problem, or only partially solve the problem.

Myth #2: This is my decision alone; I don’t need to involve others.

Most important decisions involve other stakeholders. Avoiding this bigger picture of who else is affected by a decision can, at best, only partially solve the problem, and may unintentionally exacerbate it.  Be mindful that, when many people are involved in making a decision, the process can become stalled by groupthink, when well-intentioned individuals make poor or irrational choices out of a desire to conform or avoid dissent. Ensure any involved individuals feel safe and confident expressing doubts and concerns.

Myth #3: Decision making is a linear process.

Good decision making is circular, requiring a feedback loop as information is gathered and analyzed over time. Don’t be surprised if you need to go back to find additional information or adjust your decisions.

When faced with difficult decisions, take the time to ensure your choices are based on what’s actually happening and not simply reflective of learned patterns of behavior that may no longer be useful. Carefully weigh any potential issues, commit to a decision, and then follow through. Interested in further advancing your decision-making skills and knowledge? Check out the elevateU resources below to get started.

ELEVATEU RESOURCES

Collected Resources: Decision Making and Problem Solving (Courses, Short Videos, Audiobooks, eBooks)

Choosing and Using the Best Solution (25-minute course)

Defining Alternative Solutions to a Problem (24-minute course)

Leading Through Problem Solving and Decision Making (48-minute course)

Sources

Psychology Today. Decision-Making. Retrieved May 9, 2022, from https://www.psychologytoday.com/us/basics/decision-making.

Skillsoft Ireland Limited. Choosing and Using the Best Solution. Retrieved May 9, 2022, from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/apd_15_a03_bs_enus.

Strauss Einhorn, Cheryl, 2021, April 20. 11 Myths About Decision-Making. Harvard Business Review blog post. Retrieved April 28, 2022, from https://hbr.org/2021/04/11-myths-about-decision-making.

Green background with image of lightbulb surrounded by balled up, yellow paper and yellow paperclips, representing new ideas and problem solving

Decision Making Myths and Tips

Published on by MSU Human ResourcesLeave a comment

In both work and life in general, there is often no “right” decision. We’re often faced with an abundance of options, which doesn’t make the act of decision making any easier. Whether you’re someone who experiences decision paralysis, someone who makes rash decisions you come to regret, or fall anywhere in between, you will likely benefit from simplifying decision making with a balanced combination of intuition and critical thinking.

Types of Decision Making

Decisions should, ideally, come from a clear understanding of your needs, values and goals. When you’re in a familiar situation, do you find your decisions are fast and automatic? This is likely based on your established experience with what works and what doesn’t. However, when you encounter a new situation, you may find you need more time to weigh potential benefits and risks. Knowing various approaches to decision making can help you determine what’s best for your unique circumstances.

Informed Decision Making

The ability to think critically is key to making good decisions free from common errors or bias. Informed decision making means not just listening to your intuition or “going with your gut,” but rather figuring out what knowledge you lack and obtaining it. When you look at all possible sources of information with an open mind, you can make an informed decision based on both facts and intuition.

Satisficing vs. Maximizing Decision Making

A satisficing approach to making decisions involves settling for a “good enough” outcome, even if it’s flawed. Alternatively, a maximizing approach waits for conditions to be as perfect as possible to minimize potential risks. People who make good decisions know when it’s important to act immediately, and when there’s time to wait and gather more facts before making a choice.

Decision-Making Styles

If you find you’re feeling stuck when faced with the need to make a decision, consider the decision-making styles below. Examine these factors and think about how they relate to your potential decision.

StyleBehaviorWhen to useDo not use when
AuthoritativeYou make a decision and announce it to relevant parties.Time is short.

As decision maker, you have all the knowledge needed.		You need buy-in from others.
Consultative (group or individual)You gather input from individuals or a group, and then decide.As decision maker, you do not have all the knowledge or insight needed.

The issue is important to a group/team.		Others really don’t have a say in the decision (as decision maker, you may have privileged information).
MajorityYou reach a decision along with a group; everyone understands the decision, and the majority of people are willing to implement.It is a relatively trivial matter or low-stakes decision.The decision affects everyone in a meaningful way.
ConsensusYou reach a decision along with a group; everyone understands the decision, and everyone is willing to implement.The decision will impact everyone, and all need to fully buy in.

There is potential value in the team discussing or working together on the decision.		Time is short.
DelegateYou delegate the decision to an individual or a team, with constraints you have set.The delegate has all the necessary skills, or there is a coach or mentor available to assist.It is a high-risk or high-profile decision.

Decision Making Myths

Making decisions can be stressful, and it’s easy to fall into falsehoods about decision making to avoid putting in the sometimes difficult effort to make the best choice. Consider some common myths related to decision making and think of ways to avoid these traps.

Myth #1: I just need to solve this problem at this moment; I don’t have time to dedicate to this decision.

Putting off a decision is a decision in and of itself. However, intentionally slowing down a bit to be clear about what you’re solving will speed up your efficacy. Put in the quality time now to avoid having to revisit a decision later that you may come to regret. Our problems sit in a context. If your focus is too narrow, or your process is too rushed, you may solve the wrong problem, or only partially solve the problem.

Myth #2: This is my decision alone; I don’t need to involve others.

Most important decisions involve other stakeholders. Avoiding this bigger picture of who else is affected by a decision can, at best, only partially solve the problem, and may unintentionally exacerbate it.  Be mindful that, when many people are involved in making a decision, the process can become stalled by groupthink, when well-intentioned individuals make poor or irrational choices out of a desire to conform or avoid dissent. Ensure any involved individuals feel safe and confident expressing doubts and concerns.

Myth #3: Decision making is a linear process.

Good decision making is circular, requiring a feedback loop as information is gathered and analyzed over time. Don’t be surprised if you need to go back to find additional information or adjust your decisions.

When faced with difficult decisions, take the time to ensure your choices are based on what’s actually happening and not simply reflective of learned patterns of behavior that may no longer be useful. Carefully weigh any potential issues, commit to a decision, and then follow through. Interested in further advancing your decision-making skills and knowledge? Check out the elevateU resources below to get started.

ELEVATEU RESOURCES

Collected Resources: Decision Making and Problem Solving (Courses, Short Videos, Audiobooks, eBooks)

Choosing and Using the Best Solution (25-minute course)

Defining Alternative Solutions to a Problem (24-minute course)

Leading Through Problem Solving and Decision Making (48-minute course)

Sources

Psychology Today. Decision-Making. Retrieved May 9, 2022, from https://www.psychologytoday.com/us/basics/decision-making.

Skillsoft Ireland Limited. Choosing and Using the Best Solution. Retrieved May 9, 2022, from https://elevateu.skillport.com/skillportfe/main.action?path=summary/COURSES/apd_15_a03_bs_enus.

Strauss Einhorn, Cheryl, 2021, April 20. 11 Myths About Decision-Making. Harvard Business Review blog post. Retrieved April 28, 2022, from https://hbr.org/2021/04/11-myths-about-decision-making.

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Advancing Team Problem Solving

Published on by MSU Human ResourcesLeave a comment

Written by Jennie Yelvington, MSW, ACSW, Program Manager, MSU HR Organization & Professional Development

It is common for leaders to lament the lack of problem-solving ability on their team, which then leads them to spend time and effort to step in and do it themselves. There can be a number of reasons team members are hesitant to dive in, but making an effort to figure out why can save leaders tremendous time, empower and better engage their staff, and help the team function more effectively and expediently. This is new territory for many teams, so how do you get the ball rolling in the right direction?

Greg Schinkel of Front-Line Leadership points out, “there are two dynamics happening at the same time when it comes to team problem solving: The rational, logical part of solving the problem and the interpersonal dynamic at play within the team” (Schinkel, 2017). The logical portion must include clarifying the goal, otherwise it is common to only address symptoms of the bigger problem. If the interpersonal side of the problem solving is lacking, the acceptance of the solution won’t occur, and the team won’t buy-in. Be sure to draw out ideas from all team members, otherwise those who are more assertive and confident will push their ideas through, even when they may not be best. The following information provides some other foundational pieces to consider.

Eliminating Common Barriers

People are creatures of habit, and many are not accustomed to being actively engaged in problem solving for their unit. The article Strengthen the Problem-Solving Skills of Your Team by Art Petty identifies three different leadership practices that can unintentionally contribute to the habit of waiting to be told what to do (Petty, 2019):

  • Micromanagement: Leaders often have difficulty staying out of the weeds and too readily jump in to tell employees what to do. Set parameters and timelines but trust them to do the work of figuring out solutions.
  • No Mistakes Allowed: Encouraging risk taking and innovation, but then jumping all over people when they make a mistake will do nothing but shut them down. Focus on how to help people quickly learn from mistakes without demeaning them.
  • No Team Development: Some teams are just individuals grouped together in an organizational chart. If there has been no effort to develop team collaboration and working together to address issues it will be an uphill battle. Put some effort into helping your team gel. For example, have them work together through case studies of common issues that face the unit.

Setting the Stage

In addition to eliminating barriers, it is also important to assess the make-up, climate, and how work gets done on your team. The article 3 Surprising Ways to Develop Problem-Solving Teams by Jeff Pruitt outlines the following areas to consider (Pruitt, 2018):

  • Cognitive Diversity: There is a tendency to hire people who think like you do, but having a team full of people who are always in agreement leads to a stagnant, repetitive approach to the challenges you face. According to Pruitt, “It’s been shown time and again that putting people with different personality types, strengths, knowledge banks, and leadership styles together to work through an issue results in better collaboration, problem identification, discipline, out-of-the-box thinking, and innovation” (Pruitt, 2018).
  • Psychological Safety: Even if you have diversity in thinking on your team, it won’t get you far if people fear repercussions (career or social) for speaking out. As the leader you must set the example of being inclusive and respectful, while also setting that expectation of ongoing support for new ideas among team members.
  • Cut Out Complexity: This can be challenging in a large, complex organization but not impossible. Are people held to tight hierarchical arrangements or are they allowed to reach out to whoever is needed to gain information for the problem at hand? Are your processes outdated and keeping people stuck? Step back and look at these issues to see where people might have anchors that keep them from forwarding their effort. Encourage them to talk about any barriers they are experiencing and help to remove them when you can.

Discussing the Process

It’s best not to assume that people are familiar with a solid process for problem solving. Reviewing a process can help them all be on the same page as they address issues. The article Seven Steps for Effective Problem Solving in the Workplace by Tim Hicks offers one model to consider (Hicks, 2019):

  1. Identify the Issues: As noted above, you want to be clear about what the problem is, not just the symptoms.
  2. Understand Everyone’s Interests: It is critical to consider the interests of individual team members and stakeholders. Active listening is critical.
  3. List the Possible Solutions: This is the time for creative brainstorming without shooting any ideas down.
  4. Evaluate the Options: Honestly discuss pros and cons of each approach. Make sure that all are heard.
  5. Select an Option or Options: The best option may not be ideal for every stakeholder but is able to meet priority needs. Consider whether it is feasible to bundle more than one option for a more satisfactory solution.
  6. Document the Agreement(s): Writing it down will make it clear to all and help you think through all the details.
  7. Agree on Contingencies, Monitoring and Evaluation: Conditions may change. Make contingency agreements about foreseeable future circumstances (this is particularly relevant right now). Determine how you’ll monitor follow-through and evaluate outcomes (such as, “Let’s try this for three months and re-evaluate.”)

Prompting the Team with Questions

It is tempting for leaders to take over when team members don’t move ahead. For long term gains, it is much better to ask some key questions that further their own critical thinking as they approach problems. The article 9 Questions to Help Your Team Solve Problems on Their Own by David Dye shares a list to keep in mind (Dye, 2019):

  • What is your goal?
  • What have you tried?
  • What happened?
  • What did you learn from this?
  • What else do you need?
  • What else can you do?
  • What do you think will happen if you try option A? What about option B?
  • What will you do?

If someone responds to questions with “I don’t know,” your response should then be, “what would you do if you did know?” It may sound strange but making it more hypothetical frees people up to share ideas they were keeping dormant, and it is often very productive.

Problem solving is a learnable skill and something all can benefit from throughout their career. You probably wouldn’t be in a leadership position if you didn’t have the skill yourself, but if individual team members don’t learn to think strategically and problem solve on their own and collectively, you’ll spend a lot of wasted time and they won’t grow. With the rapidly changing world before us, you can’t afford to ignore that need.

ElevateU Resources for Further Learning

Use the following resources in the elevateU learning platform to continue learning about this topic:

Dye, D. (2019, May 1) 9 Questions to Help Your Team Solve Problems on Their Own. Retrieved October 26, 2020 from https://letsgrowleaders.com/2018/05/01/9-questions-to-help-your-team-solve-problems-on-their-own/

Hicks, T. (2019, July 1) Seven Steps for Effective Problem Solving in the Workplace. Retrieved October 26, 2020 from https://www.mediate.com/articles/thicks.cfm

Petty, A. (2019, October 7). Strengthen the Problem-Solving Skills of Your Team. Retrieved October 26, 2020 from https://www.thebalancecareers.com/how-to-strengthen-team-problem-solving-skills-4123663

Pruitt, J., (2018, April 26). 3 Surprising Ways to Develop Problem Solving Teams. Retrieved October 26, 2020 from  https://www.inc.com/jeff-pruitt/3-surprising-ways-to-develop-problem-solving-teams.html

Schinkel, G. (2017). How to Solve Problems as a Team. Retrieved October 26, 2020 from https://uniquedevelopment.com/blog/how-to-solve-problems-as-a-team/