Adaptive techniques for solving
problems are a combination of logic and common sense, and 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
Strategies toward adaptive decision
making:
Managing by exception: exercise
Managing by exception:
text
Work on matters critical to you; leave
off matters 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 their action, but continue to focus on the
supporting the child with his/her homework
Decision staggering
Make incremental decisions to achieve an objective and avoid total
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.
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
Create options based on your experience, values, and emotions (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
Go slow
and/or postpone committing yourself to a course of
action
if an immediate decision isn't necessary and there's
time to develop options.
Sometimes doing nothing is the best
decision; the problem will either go away,
conditions will
change, the path may become clearer as you reflect on
it, or events will change the problem itself.
Delegating
decision-making or action to another person or group
Sometimes we take on problems that are not ours,
or that the problem can be solved better by someone
else.
One strategy towards delegation is to identify
stakeholders of the problem. A stakeholders is
a person or group that interest in, or will be affected
by, resolution of the problem. (This is a good
practice for all decision-making!)
Another consideration for
"out-sourcing" a problem's resolution is to consider if
your resources will be
adequate to the task. Resources are time, money,
skills, confidence, etc.
Visioning
Focus on the future to uncover hidden opportunities and options
that may resolve the problem.
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
Website overview: Since 1996 the
Study Guides and Strategies web site
has been researched, authored, maintained and supported by
Joe Landsberger
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