PROBLEM SOLVING PROCESS...Contd.,

PROBLEM SOLVING PROCESS...Contd.,

Select the best solution:

 Now that there are a wide variety of possible solutions,

it is time to select the best solution to fix the problem, given the circumstances, resources

and other considerations. Here the managers are trying to figure out exactly what would

work best given the nature of the problem. There are always a number of things that

can affect a solution, for instance, money, time, people, procedures, policies, rules,

and so on. All of these factors must be thought about. Managers should prioritise the

solutions by their effectiveness. This is a slow process of elimination. There may be

some possible suggestions that are immediately eliminated. Eventually, managers

should narrow down the choices to one best possible solution which will promise the

best or optimal outcomes.

 Implementation: 

Implementation is a crucial part of problem-solving process. In

order to implement the solution chosen, managers must have an action plan and

communicate it to those directly and indirectly affected. Gemmy Allen (“Problem-Solving

& Decision-Making”) says that communication is most effective when it precedes action

and events. In this way, events conform to plans and events happen when, and in the

way, they should happen. Managers should answer the vital questions before they are

asked, like –

• What should be communicated?

• What is the reason for the decision?

• Whom will it affect and how?

• What are the benefits expected for the individual, the department, and the

organization?

• What adjustments will be required in terms of how work will be done?

• What, specifically, is each individual’s role in implementing the decision?

• What results are expected from each individual?

• When does the action called for by the decision go into effect?

Communicating answers to these questions can overcome any resistance that otherwise

might be encountered.