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Problem Solving and
Decision Making:
1. Defining and gathering

Laughter is by definition
healthy
Dorothy Lessing
English

• Problem solving overview
• Defining and gathering ◄
• Alternatives
• Creative problem solving solutions
• Implementation
• Graphic overview of 
  problem solving process
• Adaptive decision making
• Managing by exception 

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.

Step 3. Developing, evaluating, and deciding on alternatives

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