Step 3: Develop alternatives
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
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
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...
Select the best alternative
- 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.
Step 4: Implementing decisions
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