"I am not what happened to me, I am what I choose to become." Carl Jung
Systematic Problem Solving: Part 6
So we've come, finally, to the last step in our process: deciding whether to accept the solution. This is really more of a final check to see if anything that was omitted earlier in the process has bearing on the final outcome. It's also a chance to catch any aspects you might have missed earlier in the process. The hardest work has already been done and we were thorough before then there's that much less that remains.
In the majority of cases, this will be a check and proceed to implementation kind of step, almost feeling like a rubber stamp kind of stop, but it is here to play a critical role in your decision making process. This is when you have to decide if you are going to accept and proceed with your already constructed solution. What we want to do is figure out the potential indirect impact of our decision.
Doing this is really a matter of ethical questioning that might cause us to roll back our process and incorporate further information when we gather and analyze information. Some motivating questions you might ask could be:
1.) Will my solution directly hurt or endanger anyone?
2.) Will my solution likely cause others to be harmed in some way?
3.) What will my impact be on the environment from this solution? Who will this affect?
4.) Will my solution cause financial risk or uncertainty?
5.) Will my solution cast myself or my business in a negative light?
An answer of yes to any of these may not necessarily mean your decision isn't the right one, but you should certainly be aware of the impact it will have before continuing on with it.
Sometimes these corollary components may mean revisiting your initial requirements and backing up a few steps in the process. There is always room for revision in the framework we've built. The whole point of using a framework for decision making is to try and ensure we are making the correct decision.
At this point we've built up a solid framework with which we can make good decisions and find strong, viable solutions to our problems while simultaneously easing the process. Now take this tool and use it to enhance your problem solving prowess and handle any situation with the proper finesse.
Until we we meet again,
Tristen
In the majority of cases, this will be a check and proceed to implementation kind of step, almost feeling like a rubber stamp kind of stop, but it is here to play a critical role in your decision making process. This is when you have to decide if you are going to accept and proceed with your already constructed solution. What we want to do is figure out the potential indirect impact of our decision.
Doing this is really a matter of ethical questioning that might cause us to roll back our process and incorporate further information when we gather and analyze information. Some motivating questions you might ask could be:
1.) Will my solution directly hurt or endanger anyone?
2.) Will my solution likely cause others to be harmed in some way?
3.) What will my impact be on the environment from this solution? Who will this affect?
4.) Will my solution cause financial risk or uncertainty?
5.) Will my solution cast myself or my business in a negative light?
An answer of yes to any of these may not necessarily mean your decision isn't the right one, but you should certainly be aware of the impact it will have before continuing on with it.
Sometimes these corollary components may mean revisiting your initial requirements and backing up a few steps in the process. There is always room for revision in the framework we've built. The whole point of using a framework for decision making is to try and ensure we are making the correct decision.
At this point we've built up a solid framework with which we can make good decisions and find strong, viable solutions to our problems while simultaneously easing the process. Now take this tool and use it to enhance your problem solving prowess and handle any situation with the proper finesse.
Until we we meet again,
Tristen