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My experience with decision making and problem solving began early in my career. I took on a service delivery role with the key responsibility of interviewing clients and determining service eligibility. I dealt with complex legal issues in all areas of law - criminal, family, civil and immigration. The clientele often had challenges such as addictions or mental health issues. Many issues had deadlines or limitation periods, serious consequences involving children or were quite complex. Over time the services available evolved and became more abundant adding further decisions to the mix. Part of the decision included finding a solution or the most appropriate avenue for the client to reach a solution which again included several options. Given the serious nature of the issues it was important to make quick and accurate decisions; weighing the client issue against the organization's policies and procedures. To add another element to the mix each decision also allowed for discretion as often the situation did not fit nicely into a standard box.

 

I quickly developed effective skills in identifying problems, brainstorming solutions, weighing the multiple factors involved and finally making a decision. Often this happened with the client in the room in 15 - 45 minutes. I take a curious approach to problem solving and decision making. I ask questions and look at the issue from many sides. Similar to the Ishikawa or Fishbone Diagram I see the problem at the centre and from it multiple "bones" identifying all the factors to consider. Rather than a long list this can be a strategy for brainstorming that provides a better visual. For visual learners this can be more effective in reaching a decision because you see all factors surrounding a problem rather than in list form which can be more difficult to recall. 

 

This past year a colleague commented on my decision making ability saying "...it is very rare, I have found, to meet people with such sensitivity but also practical intelligence around problem-solving". This comment was impactful to me coming from a lawyer trained to look at complex issues and provide advice and avenues to solve the problem. It was also affirming as my approach to decision making is to be objective while considering the often sensitive factors of a complex issue to reach an outcome.

STRATEGIC PROBLEM SOLVING & DECISION MAKING

"...such sensitivity but also practical intelligence around problem-solving."

Just as I don't like taking medication that masks the problem rather than solves it, I don't like to take action in business either that just puts a band-aid on the problem. I believe in identifying the actual cause of the problem, even if it takes a bit longer. There is nothing more frustrating than working twice because you addressed the wrong issue. In achieving the goal of developing a Performance Management process I applied this same principle. It is important to identify the root cause of a performance issue. If the issue is behavioural, providing skills training won't solve the problem. Also, imbedded in my performance management philosopy is curiosity. Ask questions and wait for the response. Go into a discussion with an open mind and don't jump to conclusions about why a certain performance issue is occuring. In my experience it is rarely what you think it is so if you proceed with your reasoning you'll be solving the wrong problem. Curiosity is one technique in identifying and understanding the root cause of a problem.

 

In realizing my strategic vision I encountered some of the common challenges that interfere with effective problem solving and decision making. These are the learnings I have taken away.

  • lack of information - this is where curiosity can be helpful. Ask questions and focus on research. There is little information you can't find these days.

  • negativity - wherever you are in the process negativity can have an effect on your progress. If it is during a brainstorming session it can stifle ideas and prevent people from sharing. If it is deciding on a solution it fosters bias in thoughts and opinions or prevents concensus. During implementation it can prevent buy-in and understanding around new practices. Select the appropriate people to attend strategy sessions, however if the negativety cannot be avoided address it head on. Ask about the concerns and provide answers. Also, seek clarity. Often I find negativety comes from a lack of knowledge, fear, change fatigue or previous poor experiences with the process. If you can negate these concerns the process may start out on a better foot.

  • time - in our fast paced world we are often looking for quick fixes or an immediate solution. This isn't always possible with a complex problem and the quick fix may leave you solving the same problem two months later. I find the more familiar with the process of strategic planning people become the more attention they give to solving the right problem. It becomes about working towards a strategic purpose to build your business and having a clear strategy for what that is rather than managing in chaos wondering when you'll have time to think about the future of the business.

By using techniques and strategies to brainstorm, evaluate, prioritize and make best fit decisions, considerable progress was made. Over a three year period I saw considerable shifts.

  • Through training, project opportunities and relationship building in the community the team was providing high quality client service.

  • The file review process revealed accurate decision making, high quality referrals and positive client outcomes.

  • Through skill refinement, role understanding and building informal lines of support from the administrative support to the front end service providers and legal experts there was increased efficiency in client service, teamwork, engagement and participation in office events.

  • As is discussed in the Managing & Evaluating Business Performance section, through creating, the use of and the increased understanding of individual, business unit and organizational metrics and KPIs productivity increased and we were serving a higher client volume while still providing excellent client service.

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