This document provides guidance on problem-solving and decision-making processes. It discusses defining the problem, gathering relevant facts, brainstorming possible solutions, weighing pros and cons of options, selecting the best option, and implementing it. Templates for weighted decision-making are presented, including examples comparing options for personal decisions like buying a car. The document emphasizes defining problems clearly, involving others, prioritizing issues, and using objective analysis to make quality decisions.

1. Problem-solving and decision-making
Simple processes for problem-solving and decision-making
Problem solving and decision-making are important skills for business and life. Problem-solving
often involves decision-making, and decision-making is especially important for management and
leadership. There are processes and techniques to improve decision-making and the quality of
decisions. Decision-making is more natural to certain personalities, so these people should focus
more on improving the quality of their decisions. People that are less natural decision-makers are
often able to make quality assessments, but then need to be more decisive in acting upon the
assessments made. Problem-solving and decision-making are closely linked, and each requires
creativity in identifying and developing options, for which the brainstorming technique is
particularly useful. See also the free SWOT analysis template and examples, and PEST analysis
template, which help decision-making and problem-solving. SWOT analysis helps assess the
strength of a company, a business proposition or idea; PEST analysis helps to assess the potential
and suitability of a market. Good decision-making requires a mixture of skills: creative
development and identification of options, clarity of judgement, firmness of decision, and effective
implementation. For group problem-solving and decision-making, or when a consensus is required,
workshops help, within which you can incorporate these tools and process as appropriate. Here are
some useful methods for effective decision-making and problem-solving: First a simple step-by-
step process for effective decision-making and problem-solving.
And definitely see the ethical decision-making quick guide.
Decision-making process
1. Define and clarify the issue - does it warrant action? If so, now? Is the matter urgent,
important or both. See the Pareto Principle.
2. Gather all the facts and understand their causes.
3. Think about or brainstorm possible options and solutions. (See brainstorming process)
4. Consider and compare the 'pros and cons' of each option - consult others if necessary or
useful - and for bigger complex decisions where there are several options, create a template
which enables measurements according to different strategic factors (see SWOT, PEST,
Porter).
5. Select the best option - avoid vagueness and weak compromises in trying to please
everyone.
6. Explain your decision to those involved and affected, and follow up to ensure proper and
effective implementation.
Decision-making maxims will help to reinforce the above decision-making process whether related
to problem-solving or not, for example:

2. "We know what happens to people who stay in the middle of the road. They get run down."
(Aneurin Bevan)
"In any moment of decision the best thing you can do is the right thing, the next best thing is the
wrong thing, and the worst thing you can do is nothing." (attributed to Theodore Roosevelt - more
maxims on the quotes page)
There is often more than one good answers when you are faced with a complex decision. When
you've found the best solution you can find, involve others in making it work, and it probably will.
(More useful rules, acronyms and training ideas on the acronyms page.)
'Pros and cons' and 'weighted' decision-making methods
A simple process for decision-making is to compile a 'weighted' scored, of 'pros and cons' list.
Pro means 'for', and con means 'against' - i.e., advantages and disadvantages.
For more complex decisions, several options can be assessed against differing significant criteria,
or against a single set of important factors. In any case, factors/options can be weighted and scored
appropriately.
The 'pros and cons' method can be used especially for two-option problem-solving and decision-
making issues where implications need to be understood and a decision has to be made in a
measured objective sense.
Using a 'weighted list' scoring method is especially useful in big organizational or business
decisions, especially which involve lots of different strategic considerations (as in SWOT and
PEST and Porter's Five Forces concept). In such situations you can assess different options
according to a single set of criteria (the most important considerations), or you can allocate
weighted/scored criteria differently to each option (examples of templates are below).
Some decisions are a simple matter of whether to make a change or not, such as moving, taking a
new job, or buying something, selling something, replacing something, etc. Other decisions involve
number of options, and are concerned more with how to do something, involving a number of
choices. Use the brainstorming process to identify and develop options for decision-making and
problem-solving. If involving a group in the process then running a workshop is often a good
approach.
1. First you will need a separate sheet for each identified option.
2. On each sheet write clearly the option concerned, and then beneath it the headings 'pros' and
'cons' (or 'advantages' and disadvantages', or simply 'for' and 'against'). Many decisions
simply involve the choice of whether to go ahead or not, to change or not; in these cases you
need only one sheet.
3. Then write down as many effects and implications of the particular option that you (and
others if appropriate) can think of, placing each in the relevant column.

3. 4. If helpful 'weight' each factor, by giving it a score out of three or five points (e.g., 5 being
extremely significant, and 1 being of minor significance).
5. When you have listed all the points you can think of for the option concerned compare the
number or total score of the items/effects/factors between the two columns.
6. This will provide a reflection and indication as to the overall attractiveness and benefit of
the option concerned. If you have scored each item you will actually be able to arrive at a
total score, being the difference between the pros and cons column totals. The bigger the
difference between the total pros and total cons then the more attractive the option is.
7. If you have a number of options and have complete a pros and cons sheet for each option,
compare the attractiveness - points difference between pros and cons - for each option. The
biggest positive difference between pros and cons is the most attractive option.
8. N.B. If you don't like the answer that the decision-making sheet(s) reflect back to you,
it means you haven't included all the cons - especially the emotional ones, or you
haven't scored the factors consistently, so re-visit the sheet(s) concerned.
You will find that writing things down in this way will help you to see things more clearly, become
more objective and detached, which will help you to make clearer decisions.
Using a scoring template also allows for the involvement and contribution of other people, far more
objectively, controllably and usefully, than by general discussion without a measurement
framework.
'Pros and cons' and weighted decision-making templates - examples
This first simple example below enables the weighting of the pros and cons of buying a new car to
replace an old car.
The methodology is easily adapted for more complex decisions, such as in business strategy and
consideration of more complex factors (notably found within other tools such in SWOT and PEST
and Porter's Five Forces).
(The actual scores below are examples and are not suggested weightings of how to make such a
decision, which must be your own ideas).
Decision-making criteria depend on your own personal situations and preferences. Criteria and
weighting will change according to time, situation, etc.
Your own mood and feelings can also affect how you assess things, which is additional justification
for the need of a measurable and robust method.
In bigger strategic business decision-making, it is often beneficial to seek input from others as to
factors and weighting scores. In such situations, a template offers a way for people to contribute in
a managed structured way.

4. The main template question can be whatever suits your purposes - it can be about timing, where,
who, how, and is not necessarily restricted to two columns. The same methodology can be used
to compare a series of several options.
For more complex situations, especially which entail many more rows and columns, it's sensible to
use a spreadsheet.
Use whatever scoring method makes good sense to you for your situation. The example shows a
low score method, but you can score each item up to 10, or 20 or 100, or an 'A/B/C' or three-star
scoring method - whatever works best for you.
Should I replace my old car with a new one?
pros (for - advantages) score cons (against - disadvantages) score
better comfort 3 cost outlay will mean making sacrifices 5
lower fuel costs 3 higher insurance 3
lower servicing costs 4 time and hassle to choose and buy it 2
better for family use 3 disposal or sale of old car 2
better reliability 5 big decisions like this scare and upset me 4
it'll be a load off my mind 2
total 6 pros 20 total 5 cons 16
In the above example, on the basis of the pros and cons and the weighting applied, there seems to
be a clear overall quantifiable advantage in the decision to go ahead and buy a new car.
Notice that with this decision-making method it's even possible to include 'intangible' emotional
issues in the pros and cons comparison, for example 'it'll be a load off my mind', and 'decisions
scare and upset me'.
A decision-making pros and cons list like this helps remove the emotion which blocks clear
thinking and decision-making. It enables objectivity and measurement, rather than reacting from
instinct, or avoiding the issue altogether. Objective measurement helps in making a confident
decision.
The total weighted scores are the main deciding factor rather than the total number of pros and
cons, although there is not a scientific 'right' or 'wrong' way to consider the total number of pros and
cons compared with the total weighted scores.
If the weighted scores are indicating a decision which makes you feel uncomfortable, then check
your weightings, and also check that you've not missed out any factors on either side of the table.
If the decision makes you feel uncomfortable and this is not reflected in the table, then add it as a
factor and give it a score.

5. Seeking feedback or input from a trusted neutral friend can be helpful in confirming your factors
and their scores.
Blank pros and cons decision-making template
You should be able to cut and paste this template into a text editor or spreadsheet. Add more rows
or columns as required.
For more complex decisions, especially strategic/organizational, the sub-headings 'pros' and 'cons'
should be replaced by the names of the different options.
Refer to other tools such as SWOT and PEST and Porter's Five Forces as appropriate.
Note: The above methods are similar to - but not the same as - 'Force Field Analysis', an analytical
theory developed by psychologist Kurt Lewin (1890-1947), originally to assess factors influencing
group behaviour. The Lewin model is typically shown as a simplified diagram, with horizontal
arrows alongside each factor pointing to the space between the columns. Explained above is an
different and logically developed weighted decision-making method, not Lewin's Force Field
Analysis.
Here's a three-option template example:
Here's a three option template which enables weighting/scoring across a single set of criteria:
Complex problems and decisions - tips
For complex decisions and problems involving more than two possible options you can use a
template with additional columns, in which case each column represents a different option, and the
rows enable scoring according to the different weighted strategic considerations.
Or establish a single set of criteria across which to score several different otions.
So, in using more than one two columns you can assess options according to:
 differing weighted criteria for each of the options, or
 a single set of criteria.
Choose the method(s) which offer you the easiest approach, given the types of options available,
and whether you are involving other people in the process.
Where a team of people, or different departments, are involved in the decision-making for lots of
options/variations within a big complex situation, it can be useful to delegate the formulation of
different two-column 'pros and cons' templates to different teams/people, and this can be a powerful
aid to subsequent group discussions. This enables options to be eliminated and filtered and a
shortlist of fewer options to be estabished.
In complex situations the wording of the options is important, for example, if considering the best
path for one's own career and work development the options might be:
 be employed, working for a big company
 be self-employed, working as a consultant or freelancer from home

6.  start a business, with premises and staff
A situation like this can be approached by completing three separate pros and cons tables and then
comparing the net effects (difference between weighted pros and cons) of each one, or by
completing one three-column template, and scoring the main considerations across all three
options.
Here's an example of a three-option organizational decision:
 develop a range of industrial cleaning products
 develop a range of industrial cleaning services
 develop a network of distributors for industrial cleaning products and services
Criteria for weighting/scoring and thereby comparing the above three strategic options might
typically include factors such as:
 investment/costs required
 profitability (gross margin, financial contribution, etc)
 overhead use/demand
 competitive advantage
 ease of market access
 training needs
 speed, etc, etc
In both of the above examples the scoring criteria can be more precisely and relevantly established
with the aid of other tools like SWOT and PEST and Porter's Five Forces.
Also consider that some decisions and challenges are difficult because you don't have the necessary
knowledge or experience, in which case you need first to decide if the decision or challenge is
actually appropriate and necessary for you at this stage.
If you don't have the necessary knowledge or experience to compile a decision-making template,
then you are not in a good position to make the decision, and you need to bring in the necessary
knowledge and experience.
Some decisions have to be made when you are not ready, in which case it is all the more important
to be as measured as you can be, rather than resort purely to instinct.
Other decisions may seem urgent and necessary, but actually - if you probe and challenge the
situation - might not actually be necessary at all.
Do not be forced into a decision if having considered the implications carefully you decide that it's
not the best thing to do. The decision to do nothing is often a perfectly good option.
Whatever you do - try to be as objective and measured as you can be, and where it's appropriate or
necessary, definitely seek input from others.

7. Well prepared decisions are easier to make and to implement, and generally produce the best
results.
Guidelines to Problem Solving and Decision Making
Much of what people do is solve problems and make decisions. Often, they are "under the gun",
stressed and very short for time. Consequently, when they encounter a new problem or decision
they must make, they react with a decision that seemed to work before. It's easy with this approach
to get stuck in a circle of solving the same problem over and over again. Therefore, it's often useful
to get used to an organized approach to problem solving and decision making. Not all problems can
be solved and decisions made by the following, rather rational approach. However, the following
basic guidelines will get you started. Don't be intimidated by the length of the list of guidelines.
After you've practiced them a few times, they'll become second nature to you -- enough that you
can deepen and enrich them to suit your own needs and nature.
(Note that it might be more your nature to view a "problem" as an "opportunity". Therefore, you
might substitute "problem" for "opportunity" in the following guidelines.)
1. Define the problem
This is often where people struggle. They react to what they think the problem is. Instead, seek to
understand more about why you think there's a problem.
Define the problem: (with input from yourself and others). Ask yourself and others, the following
questions:
1. What can you see that causes you to think there's a problem?
2. Where is it happening?
3. How is it happening?
4. When is it happening?
5. With whom is it happening? (HINT: Don't jump to "Who is causing the problem?" When
we're stressed, blaming is often one of our first reactions. To be an effective manager, you
need to address issues more than people.)
6. Why is it happening?
7. Write down a five-sentence description of the problem in terms of "The following should be
happening, but isn't ..." or "The following is happening and should be: ..." As much as
possible, be specific in your description, including what is happening, where, how, with
whom and why. (It may be helpful at this point to use a variety of research methods.
Defining complex problems:
If the problem still seems overwhelming, break it down by repeating steps 1-7 until you have
descriptions of several related problems.
Verifying your understanding of the problems:
It helps a great deal to verify your problem analysis for conferring with a peer or someone else.

8. Prioritize the problems:
If you discover that you are looking at several related problems, then prioritize which ones you
should address first.
Note the difference between "important" and "urgent" problems. Often, what we consider to be
important problems to consider are really just urgent problems. Important problems deserve more
attention. For example, if you're continually answering "urgent" phone calls, then you've probably
got a more "important" problem and that's to design a system that screens and prioritizes your
phone calls.
Understand your role in the problem:
Your role in the problem can greatly influence how you perceive the role of others. For example, if
you're very stressed out, it'll probably look like others are, too, or, you may resort too quickly to
blaming and reprimanding others. Or, you are feel very guilty about your role in the problem, you
may ignore the accountabilities of others.
2. Look at potential causes for the problem
 It's amazing how much you don't know about what you don't know. Therefore, in this phase,
it's critical to get input from other people who notice the problem and who are effected by it.
 It's often useful to collect input from other individuals one at a time (at least at first).
Otherwise, people tend to be inhibited about offering their impressions of the real causes of
problems.
 Write down what your opinions and what you've heard from others.
 Regarding what you think might be performance problems associated with an employee, it's
often useful to seek advice from a peer or your supervisor in order to verify your impression
of the problem.
 Write down a description of the cause of the problem and in terms of what is happening,
where, when, how, with whom and why.
3. Identify alternatives for approaches to resolve the problem
At this point, it's useful to keep others involved (unless you're facing a personal and/or employee
performance problem). Brainstorm for solutions to the problem. Very simply put, brainstorming is
collecting as many ideas as possible, then screening them to find the best idea. It's critical when
collecting the ideas to not pass any judgment on the ideas -- just write them down as you hear them.
(A wonderful set of skills used to identify the underlying cause of issues is Systems Thinking.)
4. Select an approach to resolve the problem
 When selecting the best approach, consider:
 Which approach is the most likely to solve the problem for the long term?
 Which approach is the most realistic to accomplish for now? Do you have the resources?
Are they affordable? Do you have enough time to implement the approach?
 What is the extent of risk associated with each alternative?
(The nature of this step, in particular, in the problem solving process is why problem solving and
decision making are highly integrated.)
5. Plan the implementation of the best alternative (this is your action plan)

9. 1. Carefully consider "What will the situation look like when the problem is solved?"
2. What steps should be taken to implement the best alternative to solving the problem? What
systems or processes should be changed in your organization, for example, a new policy or
procedure? Don't resort to solutions where someone is "just going to try harder".
3. How will you know if the steps are being followed or not? (these are your indicators of the
success of your plan)
4. What resources will you need in terms of people, money and facilities?
5. How much time will you need to implement the solution? Write a schedule that includes the
start and stop times, and when you expect to see certain indicators of success.
6. Who will primarily be responsible for ensuring implementation of the plan?
7. Write down the answers to the above questions and consider this as your action plan.
8. Communicate the plan to those who will involved in implementing it and, at least, to your
immediate supervisor.
(An important aspect of this step in the problem-solving process is continually observation and
feedback.)
6. Monitor implementation of the plan
Monitor the indicators of success:
1. Are you seeing what you would expect from the indicators?
2. Will the plan be done according to schedule?
3. If the plan is not being followed as expected, then consider: Was the plan realistic? Are
there sufficient resources to accomplish the plan on schedule? Should more priority be
placed on various aspects of the plan? Should the plan be changed?
7. Verify if the problem has been resolved or not
One of the best ways to verify if a problem has been solved or not is to resume normal operations in
the organization. Still, you should consider:
1. What changes should be made to avoid this type of problem in the future? Consider changes
to policies and procedures, training, etc.
2. Lastly, consider "What did you learn from this problem solving?" Consider new knowledge,
understanding and/or skills.
3. Consider writing a brief memo that highlights the success of the problem solving effort, and
what you learned as a result. Share it with your supervisor, peers and subordinates.
Rational Versus Organic Approach to Problem Solving
Rational
A person with this preference often prefers using a comprehensive and logical approach similar to
the guidelines in the above section. For example, the rational approach, described below, is often
used when addressing large, complex matters in strategic planning.
1. Define the problem.
2. Examine all potential causes for the problem.
3. Identify all alternatives to resolve the problem.
4. Carefully select an alternative.
5. Develop an orderly implementation plan to implement that best alternative.

10. 6. Carefully monitor implementation of the plan.
7. Verify if the problem has been resolved or not.
A major advantage of this approach is that it gives a strong sense of order in an otherwise chaotic
situation and provides a common frame of reference from which people can communicate in the
situation. A major disadvantage of this approach is that it can take a long time to finish. Some
people might argue, too, that the world is much too chaotic for the rational approach to be useful.
Organic
Some people assert that the dynamics of organizations and people are not nearly so mechanistic as
to be improved by solving one problem after another. Often, the quality of an organization or life
comes from how one handles being “on the road” itself, rather than the “arriving at the destination.”
The quality comes from the ongoing process of trying, rather than from having fixed a lot of
problems. For many people it is an approach to organizational consulting. The following quote is
often used when explaining the organic (or holistic) approach to problem solving.
“All the greatest and most important problems in life are fundamentally insoluble … They can
never be solved, but only outgrown. This “outgrowing” proves on further investigation to require a
new level of consciousness. Some higher or wider interest appeared on the horizon and through
this broadening of outlook, the insoluble lost its urgency. It was not solved logically in its own
terms, but faded when confronted with a new and stronger life urge.”
From Jung, Carl, Psychological Types (Pantheon Books, 1923)
A major advantage of the organic approach is that it is highly adaptable to understanding and
explaining the chaotic changes that occur in projects and everyday life. It also suits the nature of
people who shun linear and mechanistic approaches to projects. The major disadvantage is that the
approach often provides no clear frame of reference around which people can communicate, feel
comfortable and measure progress toward solutions to problems.