Solving Complex Decision Problems

Making decisions is certainly the most important task managers are faced with, and it is often a very difficult one. This book offers a procedure for solving complex decision problems step by step. Unlike other texts, the book focuses on problem analysis, on developing potential solutions, and on establishing a decision-making matrix. In this fourth edition of the book, published under a new title, the authors present simplified, actionable guidelines that can be easily applied to the individual steps in the heuristic process. The book is intended for decision-makers at companies, non-profit organizations and in public administration whose work involves complex problems. It will also benefit students and participants in executive courses.

Unlike other publications on decision making, the book focuses on discovering the problem, analyzing it and on developing and assessing solution options. One whole chapter describes a case study. It illustrates how the proposed decision making procedure is used in practice. Executives get an approach to systematically and successfully solving complex problems.

We live in an ever-modifying world, where people with different interests and goals have to deal with a constantly changing future. Problem solving is a daily experience for everyone. But, especially when problems become highly complex, how does one achieve the best solution to a problem? How are the different insights and interests of those involved included in the problem solving? How is a desired future outcome reached? People are best motivated to act upon complex problems when the essence of the problem is captured in a simple way. This book presents new and practical techniques to do so. Applying these techniques will help the reader to understand and oversee a problem and, eventually, to make decisions and act in situations in which it is not at all obvious what to do. The techniques in this second edition of Solving Complex Problems cover rational problem analysis, creative idea generation, dealing with uncertainty, and comparing different possible solutions. [Subject: Public Administration, Business Management, Sales and Marketing]

Unlike other publications on decision making, the book focuses on discovering the problem, analyzing it and on developing and assessing solution options. One whole chapter describes a case study. It illustrates how the proposed decision making procedure is used in practice. Executives get an approach to systematically and successfully solving complex problems.

Whether you are a student or a working professional, you can benefit from being better at solving the complex problems that come up in your life. Strategic Thinking in Complex Problem Solving provides a general framework and the necessary tools to help you do so. Based on his groundbreaking course at Rice University, engineer and former strategy consultant Arnaud Chevallier provides practical ways to develop problem solving skills, such as investigating complex questions with issue maps, using logic to promote creativity, leveraging analogical thinking to approach unfamiliar problems, and managing diverse groups to foster innovation. This book breaks down the resolution process into four steps: 1) frame the problem (identifying what needs to be done), 2) diagnose it (identifying why there is a problem, or why it hasn't been solved yet), 3) identify and select potential solutions (identifying how to solve the problem), and 4) implement and monitor the solution (resolving the problem, the 'do'). For each of these four steps - the what, why, how, and do - this book explains techniques that promotes success and demonstrates how to apply them on a case study and in additional examples. The featured case study guides you through the resolution process, illustrates how these concepts apply, and creates a concrete image to facilitate recollection. Strategic Thinking in Complex Problem Solving is a tool kit that integrates knowledge based on both theoretical and empirical evidence from many disciplines, and explains it in accessible terms. As the book guides you through the various stages of solving complex problems, it also provides useful templates so that you can easily apply these approaches to your own personal projects. With this book, you don't just learn about problem solving, but how to actually do it.

Everyone encounters a wide range of difficulties, mishaps, and obstacles. You can think of a "problem" as anything from a mild irritation - like a sticky keyboard - to a complete disaster that puts your job or even your life at risk.A problem is a question or situation that causes doubt or perplexity, or presents a difficulty. It's something that needs to be corrected or overcome so you can achieve a desired state. A problem often requires a unique or creative solution.In other words, you have a "problem" when you have a goal but can't readily see how to reach it - when you have to think, plan, and devise suitable actions to solve the problem and achieve the goal.Barriers to achieving your goals can vary widely in kind and importance. Your problem might be as small as spilling coffee on your tie right before going into an important business meeting.Or it could be much more serious - say if the laptop your presentation was on got stolen and you didn't have a backup.But if you know just what to do in response to a problem, it's no longer a real problem. This is because there's no doubt or complexity involved for you - the path of action you need to take to achieve your goal is clear.Problems come in two basic varieties. The first is an unexpected disruption to the normal course of things. For example, your supplier fails to deliver crucial items or your car breaks down on your way to a conference. You may or may not know what caused the disruption.The second type is a gap between your current state and a desired state, or goal. If you aren't sure how to bridge that gap, you have a problem.For example, you might want to find ways to meet a new consumer need. Or you might want to improve your own efficiency in terms of managing your time, meeting sales targets, or designing products.Everyone needs to solve problems, from the trivial to the life-threatening, at some point.

*International Book Awards Finalist It can be messy and overwhelming to figure out how to solve thorny problems. Where do you start? How do you know where to look for information and evaluate its quality and bias? How can you feel confident that you are making a careful and thoroughly researched decision? Whether you are deciding between colleges, navigating a career decision, helping your aging parents find the right housing, or expanding your business, Problem Solved will show you how to use the powerful AREA Method to make complex personal and professional decisions with confidence and conviction. Cheryl’s AREA Method coaches you to make smarter, better decisions because it: Recognizes that research is a fundamental part of decision making and breaks down the process into a series of easy-to-follow steps. Solves for problematic mental shortcuts such as bias, judgment, and assumptions. Builds in strategic stops that help you chunk your learning, stay focused, and make your work work for you. Provides a flexible and repeatable process that acts as a feedback loop. Life is filled with uncertainty, but that uncertainty needn’t hobble us. Problem Solved offers a proactive way to work with, and work through, ambiguity to make thoughtful, confident decisions despite our uncertain and volatile world.

This volume presents a state-of-the-science review of the most promising current European research -- and its historic roots of research -- on complex problem solving (CPS) in Europe. It is an attempt to close the knowledge gap among American scholars regarding the European approach to understanding CPS. Although most of the American researchers are well aware of the fact that CPS has been a very active research area in Europe for quite some time, they do not know any specifics about even the most important research. Part of the reason for this lack of knowledge is undoubtedly the fact that European researchers -- for the most part -- have been rather reluctant to publish their work in English-language journals. The book concentrates on European research because the basic approach European scholars have taken to studying CPS is very different from one taken by North American researchers. Traditionally, American scholars have been studying CPS in "natural" domains -- physics, reading, writing, and chess playing -- concentrating primarily on exploring novice-expert differences and the acquisition of a complex skill. European scholars, in contrast, have been primarily concerned with problem solving behavior in artificially generated, mostly computerized, complex systems. While the American approach has the advantage of high external validity, the European approach has the advantage of system variables that can be systematically manipulated to reveal the effects of system parameters on CPS behavior. The two approaches are thus best viewed as complementing each other. This volume contains contributions from four European countries -- Sweden, Switzerland, Great Britain, and Germany. As such, it accurately represents the bulk of empirical research on CPS which has been conducted in Europe. An international cooperation started two years ago with the goal of bringing the European research on complex problem solving to the awareness of American scholars. A direct result of that effort, the contributions to this book are both informative and comprehensive.

In Problem Solving, Decision Making, and Professional Judgment, Paul Brest and Linda Hamilton Krieger have written a systematic guide to creative problem solving that prepares students to exercise effective judgment and decision making skills in the complex social environments in which they will work. The book represents a major milestone in the education of lawyers and policymakers, Developed by two leaders in the field, this first book of its type includes material drawn from statistics, decision science, social and cognitive psychology, the "judgment and decision making" (JDM) literature, and behavioral economics. It combines quantitative approaches to empirical analysis and decision making (statistics and decision science) with the psychological literature illustrating the systematic errors of the intuitive decision maker. The book can stand alone as a text or serve as a supplement to a core law or public policy curriculum. Problem Solving, Decision Making, and Professional Judgment: A Guide for Lawyers and Policymakers prepares students and professionals to be creative problem solvers, wise counselors, and effective decision makers. The authors' ultimate goals are to help readers "get it right" in their roles as professionals and citizens, and to arm them against common sources of judgment error.