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Part 6 • Problem Solving
Involving all concerned parties in the generation and analysis of alternatives enhances the value, acceptance, and implementation of an action plan. Soliciting feedback to determine if those involved understand the potential benefits and are ready to make the necessary commitment can test acceptance. As many solutions as possible should be generated to avoid picking a premature one that doesn’t meet all the long-run criteria.
DEVELOP ACTION ALTERNATIVES
EVALUATE BENEFITS AND RISKS OF ALTERNATIVES It is important to look at all the long-run consequences of the alternatives being considered. This is sometimes overlooked because of our tendency to avoid spending extra time and energy and our fear of discovering negative consequences in preferred solutions. Important criteria for evaluating action alternatives are each alternative’s probability of success and the associated degree of risk that negative consequences will occur. If the chance of failure is high and the related costs for an alternative are great, the benefits may not justify its use. Risk can be personal as well as economic—just ask the person whose reputation is on the line or who is soon to undergo a performance review. DECIDE ON A PLAN As alternatives are evaluated according to these criteria, many will be clearly unsatisfactory and can be eliminated. Sometimes the evaluation will reveal that one alternative is decidedly superior to all others. At other times none of the proposed action plans will be acceptable, signaling a need to develop additional alternatives. Most often, however, several alternatives will appear feasible, and the best one must be selected. Exhibit 19.2 illustrates a decision-making grid that summarizes the criteria for evaluating alternatives. Such a grid can help visualize which alternative offers the maximum benefits with minimal risks and costs. The decision-making goal is to select the best solution alternative for solving the entire problem without creating any additional negative consequences for anyone else in the organization.
Action Plan Implementation A decision and an action plan are of little value unless they are effectively implemented. How the action plan is to be accomplished connects the decision with reality. Implementation includes assigning tasks and responsibilities and establishing an implementation schedule. It is important to clarify both verbally and in writing what each person involved will do to make the new action plan work. To avoid misunderstandings, it is essential to specify who is to do what, by when, and how.
ASSIGN TASKS AND RESPONSIBILITIES
Alternatives
Criteria Benefits
Probability of Success
Alternative A Alternative B Alternative C
EXHIBIT 19.2 Decision-Making Grid.
Costs
Risks
Consequences
Timing
