van Hooft, Gillam and Byrnes, "A General Decision-making Strategy"

SOURCE FOR THE PROCEDURE

THE PROCEDURE ITSELF

1. Define the problem.
   1. Be aware that, in defining the problem, you are also defining the range of possible solutions.
   2. Define the problem in such a way that the range of possible solutions is maximized.
2. Gather information.
   1. Collect information that is relevant to the problem as defined.
   2. Organize this information by category.
3. Identify constraints that limit possible solutions.
   1. Consider facts about the situation that cannot be changed.
   2. Consider limits or requirements imposed by the problem-solver.
4. Generate possible solutions (or courses of action).
   1. Generate as many different courses of action as possible, virtually all possibilities.
   2. Include non-action as one possibility.
5. Identify criteria for judging the best solution.
6. Evaluate possible solutions according to these criteria.
   1. For each possible solution, list advantages and disadvantages relative to these criteria.
   2. Will the solution actually achieve what is wanted?
   3. Will the solution violate any of the constraints identified earlier?
7. Select the solution that best fits the criteria.
   1. If the criteria are ranked or can be ranked, identify the solution that best meets the most important criterion.
   2. If the criteria are unranked, identify the solution that best meets all the criteria.
8. Implement the solution.
9. Check progress of the solution.
10. Modify the solution, if necessary.

WALT'S CHECKLIST

• This method is most useful when the DECISION-MAKER ...
  • has high initial sensitivity to relevant "features" [steps 1 and 2a]
  • has plenty of time for investigation and analysis [step 4a]
• This method is most useful in a SITUATION ...
  
  • that will change little over time

Index