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8 Steps in the Decision-Making Process

• 04 Feb 2020

Strong decision-making skills are essential for newly appointed and seasoned managers alike. The ability to navigate complex challenges and develop a plan can not only lead to more effective team management but drive key organizational change initiatives and objectives.

Despite decision-making’s importance in business, a recent survey by McKinsey shows that just 20 percent of professionals believe their organizations excel at it. Survey respondents noted that, on average, they spend 37 percent of their time making decisions, but more than half of it’s used ineffectively.

For managers, it’s critical to ensure effective decisions are made for their organizations’ success. Every managerial decision must be accompanied by research and data , collaboration, and alternative solutions.

Few managers, however, reap the benefits of making more thoughtful choices due to undeveloped decision-making models.

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Why Is Making Decisions Important?

According to Harvard Business School Professor Leonard Schlesinger, who’s featured in the online course Management Essentials , most managers view decision-making as a single event, rather than a process. This can lead to managers overestimating their abilities to influence outcomes and closing themselves off from alternative perspectives and diverse ways of thinking.

“The reality is, it’s very rare to find a single point in time where ‘a decision of significance’ is made and things go forward from there,” Schlesinger says. “Embedded in this work is the notion that what we’re really talking about is a process. The role of the manager in managing that process is actually quite straightforward, yet, at the same time, extraordinarily complex.”

If you want to further your business knowledge and be more effective in your role, it’s critical to become a strong decision-maker. Here are eight steps in the decision-making process you can employ to become a better manager and have greater influence in your organization.

Steps in the Decision-Making Process

1. frame the decision.

Pinpointing the issue is the first step to initiating the decision-making process. Ensure the problem is carefully analyzed, clearly defined, and everyone involved in the outcome agrees on what needs to be solved. This process will give your team peace of mind that each key decision is based on extensive research and collaboration.

Schlesinger says this initial action can be challenging for managers because an ill-formed question can result in a process that produces the wrong decision.

“The real issue for a manager at the start is to make sure they are actively working to shape the question they’re trying to address and the decision they’re trying to have made,” Schlesinger says. “That’s not a trivial task.”

2. Structure Your Team

Managers must assemble the right people to navigate the decision-making process.

“The issue of who’s going to be involved in helping you to make that decision is one of the most central issues you face,” Schlesinger says. “The primary issue being the membership of the collection of individuals or group that you’re bringing together to make that decision.”

As you build your team, Schlesinger advises mapping the technical, political, and cultural underpinnings of the decision that needs to be made and gathering colleagues with an array of skills and experience levels to help you make an informed decision. .

“You want some newcomers who are going to provide a different point of view and perspective on the issue you’re dealing with,” he says. “At the same time, you want people who have profound knowledge and deep experience with the problem.”

It’s key to assign decision tasks to colleagues and invite perspectives that uncover blindspots or roadblocks. Schlesinger notes that attempting to arrive at the “right answer” without a team that will ultimately support and execute it is a “recipe for failure.”

3. Consider the Timeframe

This act of mapping the issue’s intricacies should involve taking the decision’s urgency into account. Business problems with significant implications sometimes allow for lengthier decision-making processes, whereas other challenges call for more accelerated timelines.

“As a manager, you need to shape the decision-making process in terms of both of those dimensions: The criticality of what it is you’re trying to decide and, more importantly, how quickly it needs to get decided given the urgency,” Schlesinger says. “The final question is, how much time you’re going to provide yourself and the group to invest in both problem diagnosis and decisions.”

4. Establish Your Approach

In the early stages of the decision-making process, it’s critical to set ground rules and assign roles to team members. Doing so can help ensure everyone understands how they contribute to problem-solving and agrees on how a solution will be reached.

“It’s really important to get clarity upfront around the roles people are going to play and the ways in which decisions are going to get made,” Schlesinger says. “Often, managers leave that to chance, so people self-assign themselves to roles in ways that you don’t necessarily want, and the decision-making process defers to consensus, which is likely to lead to a lower evaluation of the problem and a less creative solution.”

5. Encourage Discussion and Debate

One of the issues of leading a group that defaults to consensus is that it can shut out contrarian points of view and deter inventive problem-solving. Because of this potential pitfall, Schlesinger notes, you should designate roles that focus on poking holes in arguments and fostering debate.

“What we’re talking about is establishing a process of devil’s advocacy, either in an individual or a subgroup role,” he says. “That’s much more likely to lead to a deeper critical evaluation and generate a substantial number of alternatives.”

Schlesinger adds that this action can take time and potentially disrupt group harmony, so it’s vital for managers to guide the inner workings of the process from the outset to ensure effective collaboration and guarantee more quality decisions will be made.

“What we need to do is establish norms in the group that enable us to be open to a broader array of data and decision-making processes,” he says. “If that doesn’t happen upfront, but in the process without a conversation, it’s generally a source of consternation and some measure of frustration.”

Related: 3 Group Decision-Making Techniques for Success

6. Navigate Group Dynamics

In addition to creating a dynamic in which candor and debate are encouraged, there are other challenges you need to navigate as you manage your team throughout the decision-making process.

One is ensuring the size of the group is appropriate for the problem and allows for an efficient workflow.

“In getting all the people together that have relevant data and represent various political and cultural constituencies, each incremental member adds to the complexity of the decision-making process and the amount of time it takes to get a decision made and implemented,” Schlesinger says.

Another task, he notes, is identifying which parts of the process can be completed without face-to-face interaction.

“There’s no question that pieces of the decision-making process can be deferred to paper, email, or some app,” Schlesinger says. “But, at the end of the day, given that so much of decision-making requires high-quality human interaction, you need to defer some part of the process for ill-structured and difficult tasks to a face-to-face meeting.”

7. Ensure the Pieces Are in Place for Implementation

Throughout your team’s efforts to arrive at a decision, you must ensure you facilitate a process that encompasses:

• Shared goals that were presented upfront
• Alternative options that have been given rigorous thought and fair consideration
• Sound methods for exploring decisions’ consequences

According to Schlesinger, these components profoundly influence the quality of the solution that’s ultimately identified and the types of decisions that’ll be made in the future.

“In the general manager’s job, the quality of the decision is only one part of the equation,” he says. “All of this is oriented toward trying to make sure that once a decision is made, we have the right groupings and the right support to implement.”

8. Achieve Closure and Alignment

Achieving closure in the decision-making process requires arriving at a solution that sufficiently aligns members of your group and garners enough support to implement it.

As with the other phases of decision-making, clear communication ensures your team understands and commits to the plan.

In a video interview for the online course Management Essentials , Harvard Business School Dean Nitin Nohria says it’s essential to explain the rationale behind the decision to your employees.

“If it’s a decision that you have to make, say, ‘I know there were some of you who thought differently, but let me tell you why we went this way,’” Nohria says. “This is so the people on the other side feel heard and recognize the concerns they raised are things you’ve tried to incorporate into the decision and, as implementation proceeds, if those concerns become real, then they’ll be attended to.”

How to Improve Your Decision-Making

An in-depth understanding of the decision-making process is vital for all managers. Whether you’re an aspiring manager aiming to move up at your organization or a seasoned executive who wants to boost your job performance, honing your approach to decision-making can improve your managerial skills and equip you with the tools to advance your career.

Do you want to become a more effective decision-maker? Explore Management Essentials —one of our online leadership and management courses —to learn how you can influence the context and environment in which decisions get made.

This article was update on July 15, 2022. It was originally published on February 4, 2020.

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• 7 important steps in the decision makin ...

7 important steps in the decision making process

The decision making process is a method of gathering information, assessing alternatives, and making a final choice with the goal of making the best decision possible. In this article, we detail the step-by-step process on how to make a good decision and explain different decision making methodologies.

We make decisions every day. Take the bus to work or call a car? Chocolate or vanilla ice cream? Whole milk or two percent?

There's an entire process that goes into making those tiny decisions, and while these are simple, easy choices, how do we end up making more challenging decisions? 

At work, decisions aren't as simple as choosing what kind of milk you want in your latte in the morning. That’s why understanding the decision making process is so important. 

What is the decision making process?

The decision making process is the method of gathering information, assessing alternatives, and, ultimately, making a final choice. 

Decision-making tools for agile businesses

In this ebook, learn how to equip employees to make better decisions—so your business can pivot, adapt, and tackle challenges more effectively than your competition.

The 7 steps of the decision making process

Step 1: identify the decision that needs to be made.

When you're identifying the decision, ask yourself a few questions: 

What is the problem that needs to be solved?

What is the goal you plan to achieve by implementing this decision?

How will you measure success?

These questions are all common goal setting techniques that will ultimately help you come up with possible solutions. When the problem is clearly defined, you then have more information to come up with the best decision to solve the problem.

Step 2: Gather relevant information

​Gathering information related to the decision being made is an important step to making an informed decision. Does your team have any historical data as it relates to this issue? Has anybody attempted to solve this problem before?

It's also important to look for information outside of your team or company. Effective decision making requires information from many different sources. Find external resources, whether it’s doing market research, working with a consultant, or talking with colleagues at a different company who have relevant experience. Gathering information helps your team identify different solutions to your problem.

Step 3: Identify alternative solutions

This step requires you to look for many different solutions for the problem at hand. Finding more than one possible alternative is important when it comes to business decision-making, because different stakeholders may have different needs depending on their role. For example, if a company is looking for a work management tool, the design team may have different needs than a development team. Choosing only one solution right off the bat might not be the right course of action. 

Step 4: Weigh the evidence

This is when you take all of the different solutions you’ve come up with and analyze how they would address your initial problem. Your team begins identifying the pros and cons of each option, and eliminating alternatives from those choices.

There are a few common ways your team can analyze and weigh the evidence of options:

Pros and cons list

SWOT analysis

Decision matrix

Step 5: Choose among the alternatives

The next step is to make your final decision. Consider all of the information you've collected and how this decision may affect each stakeholder. 

Sometimes the right decision is not one of the alternatives, but a blend of a few different alternatives. Effective decision-making involves creative problem solving and thinking out of the box, so don't limit you or your teams to clear-cut options.

One of the key values at Asana is to reject false tradeoffs. Choosing just one decision can mean losing benefits in others. If you can, try and find options that go beyond just the alternatives presented.

Step 6: Take action

Once the final decision maker gives the green light, it's time to put the solution into action. Take the time to create an implementation plan so that your team is on the same page for next steps. Then it’s time to put your plan into action and monitor progress to determine whether or not this decision was a good one. 

Step 7: Review your decision and its impact (both good and bad)

Once you’ve made a decision, you can monitor the success metrics you outlined in step 1. This is how you determine whether or not this solution meets your team's criteria of success.

Here are a few questions to consider when reviewing your decision:

Did it solve the problem your team identified in step 1? 

Did this decision impact your team in a positive or negative way?

Which stakeholders benefited from this decision? Which stakeholders were impacted negatively?

If this solution was not the best alternative, your team might benefit from using an iterative form of project management. This enables your team to quickly adapt to changes, and make the best decisions with the resources they have. 

Types of decision making models

While most decision making models revolve around the same seven steps, here are a few different methodologies to help you make a good decision.

​Rational decision making models

This type of decision making model is the most common type that you'll see. It's logical and sequential. The seven steps listed above are an example of the rational decision making model. 

When your decision has a big impact on your team and you need to maximize outcomes, this is the type of decision making process you should use. It requires you to consider a wide range of viewpoints with little bias so you can make the best decision possible. 

Intuitive decision making models

This type of decision making model is dictated not by information or data, but by gut instincts. This form of decision making requires previous experience and pattern recognition to form strong instincts.

This type of decision making is often made by decision makers who have a lot of experience with similar kinds of problems. They have already had proven success with the solution they're looking to implement. 

Creative decision making model

The creative decision making model involves collecting information and insights about a problem and coming up with potential ideas for a solution, similar to the rational decision making model. 

The difference here is that instead of identifying the pros and cons of each alternative, the decision maker enters a period in which they try not to actively think about the solution at all. The goal is to have their subconscious take over and lead them to the right decision, similar to the intuitive decision making model. 

This situation is best used in an iterative process so that teams can test their solutions and adapt as things change.

Track key decisions with a work management tool

Tracking key decisions can be challenging when not documented correctly. Learn more about how a work management tool like Asana can help your team track key decisions, collaborate with teammates, and stay on top of progress all in one place.

Related resources

How to give and take constructive criticism

Data-driven decision making: A step-by-step guide

Listening to understand: How to practice active listening (with examples)

How executives and individual contributors differ when it comes to AI

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This is how effective teams navigate the decision-making process

Zero Magic 8 Balls required.

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Flipping a coin. Throwing a dart at a board. Pulling a slip of paper out of a hat.

Sure, they’re all ways to make a choice. But they all hinge on random chance rather than analysis, reflection, and strategy — you know, the things you actually need to make the big, meaty decisions that have major impacts.

So, set down that Magic 8 Ball and back away slowly. Let’s walk through the standard framework for decision-making that will help you and your team pinpoint the problem, consider your options, and make your most informed selection. Here’s a closer look at each of the seven steps of the decision-making process, and how to approach each one. 

Step 1: Identify the decision

Most of us are eager to tie on our superhero capes and jump into problem-solving mode — especially if our team is depending on a solution. But you can’t solve a problem until you have a full grasp on what it actually is .

This first step focuses on getting the lay of the land when it comes to your decision. What specific problem are you trying to solve? What goal are you trying to achieve? 

How to do it: 

• Use the 5 whys analysis to go beyond surface-level symptoms and understand the root cause of a problem.
• Try problem framing to dig deep on the ins and outs of whatever problem your team is fixing. The point is to define the problem, not solve it. 

⚠️ Watch out for: Decision fatigue , which is the tendency to make worse decisions as a result of needing to make too many of them. Making choices is mentally taxing , which is why it’s helpful to pinpoint one decision at a time. 

2. Gather information

Your team probably has a few hunches and best guesses, but those can lead to knee-jerk reactions. Take care to invest adequate time and research into your decision.

This step is when you build your case, so to speak. Collect relevant information — that could be data, customer stories, information about past projects, feedback, or whatever else seems pertinent. You’ll use that to make decisions that are informed, rather than impulsive.

• Host a team mindmapping session to freely explore ideas and make connections between them. It can help you identify what information will best support the process.
• Create a project poster to define your goals and also determine what information you already know and what you still need to find out. 

⚠️ Watch out for: Information bias , or the tendency to seek out information even if it won’t impact your action. We have the tendency to think more information is always better, but pulling together a bunch of facts and insights that aren’t applicable may cloud your judgment rather than offer clarity. 

3. Identify alternatives

Use divergent thinking to generate fresh ideas in your next brainstorm

Blame the popularity of the coin toss, but making a decision often feels like choosing between only two options. Do you want heads or tails? Door number one or door number two? In reality, your options aren’t usually so cut and dried. Take advantage of this opportunity to get creative and brainstorm all sorts of routes or solutions. There’s no need to box yourselves in. 

• Use the Six Thinking Hats technique to explore the problem or goal from all sides: information, emotions and instinct, risks, benefits, and creativity. It can help you and your team break away from your typical roles or mindsets and think more freely.
• Try brainwriting so team members can write down their ideas independently before sharing with the group. Research shows that this quiet, lone thinking time can boost psychological safety and generate more creative suggestions .

⚠️ Watch out for: Groupthink , which is the tendency of a group to make non-optimal decisions in the interest of conformity. People don’t want to rock the boat, so they don’t speak up. 

4. Consider the evidence

Armed with your list of alternatives, it’s time to take a closer look and determine which ones could be worth pursuing. You and your team should ask questions like “How will this solution address the problem or achieve the goal?” and “What are the pros and cons of this option?” 

Be honest with your answers (and back them up with the information you already collected when you can). Remind the team that this isn’t about advocating for their own suggestions to “win” — it’s about whittling your options down to the best decision. 

How to do it:

• Use a SWOT analysis to dig into the strengths, weaknesses, opportunities, and threats of the options you’re seriously considering.
• Run a project trade-off analysis to understand what constraints (such as time, scope, or cost) the team is most willing to compromise on if needed. 

⚠️ Watch out for: Extinction by instinct , which is the urge to make a decision just to get it over with. You didn’t come this far to settle for a “good enough” option! 

5. Choose among the alternatives

This is it — it’s the big moment when you and the team actually make the decision. You’ve identified all possible options, considered the supporting evidence, and are ready to choose how you’ll move forward.

However, bear in mind that there’s still a surprising amount of room for flexibility here. Maybe you’ll modify an alternative or combine a few suggested solutions together to land on the best fit for your problem and your team. 

• Use the DACI framework (that stands for “driver, approver, contributor, informed”) to understand who ultimately has the final say in decisions. The decision-making process can be collaborative, but eventually someone needs to be empowered to make the final call.
• Try a simple voting method for decisions that are more democratized. You’ll simply tally your team’s votes and go with the majority. 

⚠️ Watch out for: Analysis paralysis , which is when you overthink something to such a great degree that you feel overwhelmed and freeze when it’s time to actually make a choice. 

6. Take action

Making a big decision takes a hefty amount of work, but it’s only the first part of the process — now you need to actually implement it. 

It’s tempting to think that decisions will work themselves out once they’re made. But particularly in a team setting, it’s crucial to invest just as much thought and planning into communicating the decision and successfully rolling it out. 

• Create a stakeholder communications plan to determine how you’ll keep various people — direct team members, company leaders, customers, or whoever else has an active interest in your decision — in the loop on your progress.
• Define the goals, signals, and measures of your decision so you’ll have an easier time aligning the team around the next steps and determining whether or not they’re successful. 

⚠️Watch out for: Self-doubt, or the tendency to question whether or not you’re making the right move. While we’re hardwired for doubt , now isn’t the time to be a skeptic about your decision. You and the team have done the work, so trust the process. 

7. Review your decision

9 retrospective techniques that won’t bore your team to tears

As the decision itself starts to shake out, it’s time to take a look in the rearview mirror and reflect on how things went.

Did your decision work out the way you and the team hoped? What happened? Examine both the good and the bad. What should you keep in mind if and when you need to make this sort of decision again? 

• Do a 4 L’s retrospective to talk through what you and the team loved, loathed, learned, and longed for as a result of that decision.
• Celebrate any wins (yes, even the small ones ) related to that decision. It gives morale a good kick in the pants and can also help make future decisions feel a little less intimidating.

⚠️ Watch out for: Hindsight bias , or the tendency to look back on events with the knowledge you have now and beat yourself up for not knowing better at the time. Even with careful thought and planning, some decisions don’t work out — but you can only operate with the information you have at the time. 

Making smart decisions about the decision-making process

You’re probably picking up on the fact that the decision-making process is fairly comprehensive. And the truth is that the model is likely overkill for the small and inconsequential decisions you or your team members need to make.

Deciding whether you should order tacos or sandwiches for your team offsite doesn’t warrant this much discussion and elbow grease. But figuring out which major project to prioritize next? That requires some careful and collaborative thought. 

It all comes back to the concept of satisficing versus maximizing , which are two different perspectives on decision making. Here’s the gist:

• Maximizers aim to get the very best out of every single decision.
• Satisficers are willing to settle for “good enough” rather than obsessing over achieving the best outcome.

One of those isn’t necessarily better than the other — and, in fact, they both have their time and place.

A major decision with far-reaching impacts deserves some fixation and perfectionism. However, hemming and hawing over trivial choices ( “Should we start our team meeting with casual small talk or a structured icebreaker?” ) will only cause added stress, frustration, and slowdowns. 

As with anything else, it’s worth thinking about the potential impacts to determine just how much deliberation and precision a decision actually requires. 

Decision-making is one of those things that’s part art and part science. You’ll likely have some gut feelings and instincts that are worth taking into account. But those should also be complemented with plenty of evidence, evaluation, and collaboration.

The decision-making process is a framework that helps you strike that balance. Follow the seven steps and you and your team can feel confident in the decisions you make — while leaving the darts and coins where they belong.

Advice, stories, and expertise about work life today.

What is Problem Solving? (Steps, Techniques, Examples)

What is problem solving, definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

• Identify the issue : Recognize the problem that needs to be solved.
• Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
• Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
• Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
• Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
• Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
• Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

• Brainstorming with others
• Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
• Analyzing cause and effect
• Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

• Creating a list of potential ideas to solve the problem
• Grouping and categorizing similar solutions
• Prioritizing potential solutions based on feasibility, cost, and resources required
• Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

• SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
• Decision-making matrices
• Pros and cons lists
• Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

• Communicating the solution to relevant parties
• Setting timelines and milestones
• Assigning tasks and responsibilities
• Monitoring the solution and making adjustments as necessary
• Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

• Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
• Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
• SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
• Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

• Generate a diverse range of solutions
• Encourage all team members to participate
• Foster creative thinking

When brainstorming, remember to:

• Reserve judgment until the session is over
• Encourage wild ideas
• Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

• 5 Whys : Ask “why” five times to get to the underlying cause.
• Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
• Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

• List your problem’s strengths, such as relevant resources or strong partnerships.
• Identify its weaknesses, such as knowledge gaps or limited resources.
• Explore opportunities, like trends or new technologies, that could help solve the problem.
• Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

• Write the problem in the center of a blank page.
• Draw branches from the central problem to related sub-problems or contributing factors.
• Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

• Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
• Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
• Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

• Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
• Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
• Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

• Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
• Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
• Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
• How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
• How to Write Inspiring Core Values? 5 Steps with Examples
• 30 Employee Feedback Examples (Positive & Negative)

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

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Introduction.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Step 4: Workplan

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

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7 Useful Steps in the Decision-Making Process (With Templates)

Praburam Srinivasan

Growth Marketing Manager

July 26, 2023

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Decisions are a fact of life—whether you have to decide what you want for dinner, which candidate to hire for your lead IT role, or what products to bring to market this year. Every single day we make choices that can lead to progress or result in consequences.

Behind those decisions is a complex multi-step process. 

Harnessing control over that process empowers your decision-making and leads to more successful outcomes. Not only do you learn how to make great decisions, but you also learn from bad decisions so you don’t make the same mistakes twice.

With this guide to the decision-making process, you’ll learn seven critical steps to making better decisions. We’ll cover the different types of decision-making methods you can leverage in your business.

Plus, we’ll highlight decision-making templates for your team to develop profitable products and meet company goals. 👀

What is the Decision-Making Process?

Rational decision-making model, intuitive decision-making model, recognition-primed decision model, creative decision-making model, vroom-yetton decision-making model, 1. identify the decision you need to make, 2. gather information internally and externally, 3. determine potential solutions, 4. weigh the evidence of each option, 5. make the final decision, 6. take action on your decision, 7. conduct a review, 1. decision-making framework document, 2. decision tree, 3. project management decision log, 4. decision log.

The decision-making process is a step-by-step procedure designed to create solutions to problems based on compiling information, examining the various options, and choosing how to proceed. 

From identifying the problem to reviewing all the options and implementing a plan of action, the seven-step decision-making process is well-suited for business decisions as well as more complicated personal choices. 🌻

Types of Decision-Making Methods

There are several different types of effective decision-making models, including rational, creative, and intuitive—to name a few. Choosing the right model depends on the level of your decision-making skills, the amount of time you have, the nature of the decision, and your overall decision-making strategy. 

Here’s a brief breakdown of the different models of decision-making to try to find possible solutions to your roadblocks. 🤔

A rational and informed decision model focuses on logically laying out all the different alternative solutions. It’s the most popular model but can also require a lot of time in terms of research. 

With this model, you’ll identify all potential solutions and then work through the pros and cons of each to make an effective decision. It’s the best model for addressing problems that have a big impact on projects or the business as a whole since it involves a thoughtful and methodical approach.

The intuitive model is all about making choices based on feelings and gut instincts. It’s ideal in situations where there are time constraints since you can act quickly. 

However, this approach is best reserved for experienced business decision-making personnel who’ve handled similar problems before. Since you aren’t working with data, you need to have prior experience with pattern recognition to leverage this effectively. 

This model blends the approaches of rational and intuitive methods, but the defining factor is that you only assess one possible solution, rather than all of the available alternatives. Here’s how this model works:

• Identify the problem
• Work through a solution, mentally visualizing the impacts and outcomes 
• Put the plan into action, if the anticipated result is acceptable

Again, this decision-making model is best suited for experts and business leaders. It’s ideal to use for situations where time pressures exist.

This decision-making approach combines parts of the rational model and the intuitive model. It starts by gathering information on the problem and coming up with potential solutions. Instead of breaking down the pros and cons of each, you let your intuition and subconscious take over, leading you to a course of action that’s then tested. 

This iterative problem-solving solution is ideal for brainstorming and experienced decision-makers like entrepreneurs.

The Vroom-Yetton model uses seven yes-or-no questions and five effective decision-making styles to guide you to the best decision. It’s one of the more complex models as you need to use a decision tree to get to the best option based on how you answer the questions and which style you choose. 

This model is best for teams and collaborative decision-making. The framework has built-in steps to segment work and assign responsibility for decision-making. 

7 Steps in the Decision-Making Process

Ready to discover a better way to make informed decisions? Work your way through this seven-step decision-making model when faced with a tough dilemma. From gathering information to weighing all the options, you’ll make better-informed decisions that can move the needle when it comes to your goals. ✨

The first thing you need to do is figure out what decision you’re trying to make. Maybe you have a roadblock when it comes to project execution or perhaps you have a shortage of resources.

Whatever it is, you need to clearly define the problem and scope of work before you even start thinking about solutions. To figure out what decision you need to make ask yourself the following questions: 

• What is the specific problem? Be wary of being too broad or lumping multiple issues together. Identify exactly what the issue is and which team members are directly affected
• Is there a goal tied to this decision? Prioritize any problems that are directly connected to project goals. Make the problem measurable so you can see how it affects the goal after you’ve made a decision
• How will you know if the decision made an impact? When making decisions, you expect results. Figure out how you will evaluate if the decision you made is the right one

Making informed decisions is almost always better than just making a random choice. This step of the decision-making process is critical to your success. 

Start by gathering relevant information internally. Look for past situations where your team or company handled a similar problem and came up with a solution. Review project documentation to gather insights into what led to the problem at hand. 

Work within your department and in related departments to collect historical data on similar issues and the decisions connected to them. Walk through their prior experience and note any insights or relevant information.

Then, go outside your organization to find available information. Market research is an excellent way to see if competitors are having similar issues. Review studies and consider working with a consultant if you want more information or expertise.

Once you have all the necessary information, it’s time to start reviewing the available options. In most cases, there will be more than one potential solution to the problem. Making the right decision will depend on your company’s needs and the market environment at any given time.

For example, let’s say you work as a marketing project manager and your goal this quarter is to increase conversions by 300%. Your possible options may be to invest in paid advertising, create new blog content, or run social media campaigns.

There are also scenarios where you may choose a couple of different decision-making models or solutions rather than just one course of action. Be careful of biases—particularly if you’ve worked on a similar problem in the past.

Just because a solution worked once before doesn’t mean it’s always the best choice in similar situations. ✍️

Now that you know your options, it’s time to start weighing the evidence to see what the best course of action is. Examine how your company or competitors have responded to similar situations in the past. 

Make a list of pros and cons for each of the options. Consider if any of them offer additional rewards alongside solving the problem at hand. To do this, use strategic planning templates and methods like SWOT analysis and decision matrices . 

Now is the time to make a final decision and choose a course of action. Based on the information you gathered and your review of all the options, decide how you want to proceed. 

Maybe you’ll combine aspects of a few different solutions. Perhaps you’ll choose one specific approach to solve the problem. Consider all the evidence, review the alternatives, and choose the best solution.

You’ve taken the time and effort to review your options and made a choice. Next, you need to create a plan and put it into action. 

Create a project plan laying out affected stakeholders and which team members will play a role. Address resource allocation and plan the budget to include your new solutions. Prioritize projects and tasks and highlight any dependencies that may affect the outcome of your course of action.

Create a clear framework of expectations for all team members, and identify decision-makers within the action phase. As Chris Small, the VP of Soundstripe, said , “Communication is easy when there is only one channel between decision and action.” 

Break tasks down into easy to manage phases and be sure to let everyone know who is responsible for which decisions and actions. ✅

Back in step one, you established metrics and evaluation criteria for the problem solutions. Gauge whether you made the right decision by conducting a review of the decision-making process.

Here are some questions to ask yourself at the end of the decision-making process:  

• Did you make a good decision?
• Did the decision have any negative impacts?
• How did the decision impact stakeholders?
• Was there a better solution?
• Was the problem solved?
• Where could you have done a better job in the decision-making process?

Taking action is important, but taking time to review your decisions is just as critical. Schedule a decision-making review into your project timeline  to gather intel on what worked and what didn’t. Collaborate with team members to discuss their views on the process and results.

Decision-Making Templates for Your Team

Ready to implement good decision-making processes? These decision-making templates from ClickUp make life easier whether you’re an owner in charge of business decision-making or a project manager leading a rockstar team. 💪

The Decision-Making Framework Document from ClickUp is an easy way to create a study for solving a problem and choosing the best solution. 

Fill out the template steps including identifying the problem, potential solutions, and impacts to the business. The framework lets you put all your ideas in one place, allowing for better analysis.

Use ClickUp’s Decision Tree to map out possible options and solutions on a visual whiteboard. This template is ideal for teams that are looking to promote internal discussions on the best approaches. 

Color-coded steps make it easy to identify roadblocks and challenges throughout the process. Best of all, the template is designed to be collaborative, so you can get input from various team members across departments.

With Clickup’s Project Management Decision Log , capture and track all decision-making processes in an easy-to-manage dashboard. Five different status options and three custom fields make it easy to see what stage of the process each decision is in. 

The four view types let you sort by the calendar to see what’s happening now or view the decision board for a broader overview.

Document decision criteria, monitor progress, and assess outcomes with ClickUp’s Decision Log . Designed as a comprehensive tool, it’s ideal for managing your rational decision-making process from start to finish. Use it to create a plan for problem solving within departments, at the company level, and on specific projects.

Master the Decision-Making Process With ClickUp

You make decisions every single day—and in business, it’s a critical component to meet goals. Spending time choosing the right approach based on your specific business needs is essential whether you’re a project manager or an entrepreneur. 

Whether you’re making important decisions that affect the company’s bottom line or looking for innovative ways to serve your customers, it’s vital to put thought into the decisions you make. Acting hastily can lead to mistakes, but proper processes like the seven-step framework and methods above can help make you a better decision-maker.

Set yourself and your team up for success, and get started by using ClickUp to empower your decision-making processes. From templates that make it easier to log decisions to decision trees to map out your thought process, you’ll find countless ways to make decisions more effectively. 🙌

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The Ultimate Guide to the Decision-Making Process

By Kate Eby | April 18, 2024

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Whether you’re a veteran project manager, a budding entrepreneur, or someone facing personal or professional change, well-informed decisions shape the path to achieving your goals. Get expert advice on how to improve your decision-making skills.  Inside this article, you’ll find the critical steps of the decision-making process , examples of how to use the three types of decision-making processes , a downloadable decision-making template starter kit , and more.

What Is a Decision-Making Process?

A  decision-making process is a set of steps used to make an informed choice between two or more alternatives. These processes are often used to make business decisions, such as where to allocate resources or how to prioritize projects.

What Is the First Step in Any Decision-Making Process?

The first step in any decision-making process is to determine whether or not a decision needs to be made. Outline why this decision is critical for your business goals or objectives, and ensure that you can explain your reasoning. It might sound obvious, but fast-moving organizations often overlook this step. A decision or goal can't be made in a vacuum, and it is often a waste of time and resources to make a decision that does not align with a business need. Consider whether or not the time you spend doing the research to make a decision will be time well spent in the long run.

Types of Decision-Making Processes

There are three main types of decision-making processes: rational, intuitive, and creative. Rational decision-making processes are based on data, intuitive ones are based on experience, and creative decision-making combines both rational and intuitive processes to solve problems.  

It can be difficult to know which type applies to a decision you need to make. “Study a wide range of decision models so that you can utilize the most appropriate one when required,” recommends  David O’Brien , a project manager with more than 25 years of experience. “Some are applicable for specific projects, and some are more strategic for the wider business. Depending on the factors involved, the decision-making process can vary.” O’Brien also emphasizes the importance of flexibility in decision-making, particularly when strategic thinking isn’t the main focus. “If the decision required is not strategic in nature,” he says, “then I mentally refer to the  Cynefin framework , which helps guide me on how to best deal with the situation, whether it’s a gut feeling based on my experience or by implementing data and best practices.” All decision-making processes involve identifying a goal, gathering relevant information about that goal’s details and requirements, and weighing the alternatives before making a decision. The concept sounds simple, but it can be easy to underestimate the critical stages and risks of decision-making. The type of decision you are making will influence which process is most appropriate.   

Here are the best times to use rational, intuitive, or creative decision-making:

• Rational:  Rational decisions are made based on data and involve information-driven, logical analysis. When choosing a new refrigerator, you might use rational decision-making to ensure the best balance of features and value, comparing energy efficiency ratings, storage capacity, durability assessments, and price.  
• Intuitive:  Intuitive decisions are made primarily on personal experience, feelings, or intuition. You might use intuitive decision-making when buying an article of clothing, opting for the one that looks and feels the best without worrying about the price or other specifications.  
• Creative:  Creative decision-making combines both rational and intuitive processes to solve problems in a new way. You might use creative decision-making when purchasing a car, carefully weighing the cost and necessary specifications against the cool factor of your options.

Steps in the Decision-Making Process

The decision-making process includes four basic but critical steps. First, identify the need to make a decision. Next, gather information about the decision you need to make and evaluate your options. Finally, make and implement the decision.  

While these steps seem simple, they each require a thoughtful approach. Many decision-making frameworks explicitly define additional steps or substeps to emphasize the need to consider decisions from all angles. 

All decision-making frameworks include some form of these four critical steps:  

• Identify the Required Decision:  The first and most important step is to identify the decision that needs to be made. Determine what must be done, why the decision must be made, and what impact it will have. 
• Gather Information:  Next, gather information about the decision itself and the options that are available to you. What are the potential outcomes, the pros and cons, and the potential risks of each option?  
• Evaluate Your Options:  Once you have established your options, determine which selection is best by establishing your priorities and comparing your choices.  
• Decide and Implement:  Finally, make the decision. Once you have determined the action you will take, put a plan in place to implement and monitor its progress. Keep an eye on the results, and make new decisions as needed.

What Is the Seven-Step Process in Decision-Making?

The  seven-step process in decision-making includes the four critical steps (identify the decision, gather information, evaluate your options, decide and implement), as well as three clarifying steps to ensure that decisions are considered from all angles.  

The seven-step decision-making process is as follows:

• Articulate the Decision:  Identify your end goals and state the decision you must make. Determine what must be done, why the decision must be made, and what impact it will have.
• Gather Information:  Gather all the relevant information about the decision, such as budget and cost, benefits and drawbacks, or available data.
• Identify Your Options:  Identify the various decision alternatives and outcomes. You don’t need to identify absolutely every possible alternative — only the ones that realistically could work for this situation.
• Evaluate the Information:  Compare the advantages and disadvantages of the alternatives, and identify your priorities. See this  guide to priority matrices for additional help with this step.
• Make Your Decision:  Choose the decision that best aligns with the needs of your business and the resources you have available.
• Implement the Decision:  Once you make the decision, put a plan in place to execute it.
• Review the Decision:  Evaluate progress on an ongoing basis. Make new decisions as needed.

Business Decision-Making Checklist

Download the Business Decision-Making Checklist for

Excel | Microsoft Word | Adobe PDF

This editable checklist lays out the seven-step process for decision-making to help ensure that you consider your business decision from all angles. Add relevant data or notes to the template, and modify the steps as needed to meet your business needs.

What Is the Eight-Step Process in Decision-Making?

The  eight-step process in decision-making includes the four critical steps and outlines additional steps for clarity, including a  brainstorming session to ensure you consider your options from all angles.  Here are the eight steps in this decision-making process:

• Articulate the Decision:  Identify your end goal and the reason this decision is important.
• Gather Relevant Information:  Compile all the necessary data that will inform your decision-making.
• Prioritize Your Criteria:  Determine the criteria for judging alternatives. Consider using one of these  prioritization matrices to help organize and rank your options.
• Brainstorm With Your Team:  Conduct a brainstorming session to assess each option.
• Evaluate Your Options:  Compare all the alternatives, and list the pros and cons.
• Select the Decision:  Choose the decision that makes the most sense for your situation.
• Implement the Decision:  Once you have made a decision, devise a plan and execute it.
• Review the Decision:  Evaluate the progress of your decision on an ongoing basis to ensure that it is still the best way forward and is progressing as expected. Make new decisions as needed.

Decision-Making Starter Kit

Download Decision Making Starter Kit

Use this free decision-making starter kit to help guide you through the decision-making process. These customizable templates will help you remember the steps in the decision-making process, organize and weigh your options, perform an analysis of your needs, and present your results to your team.

In this kit, you’ll find:  

• A blank weighted decision matrix template for Excel to organize and compare your options based on the importance of the variables you set.
• A blank portrait-oriented SWOT matrix template for Microsoft Word to guide your brainstorming session and help you organize information.
• A blank animated SWOT analysis template for PowerPoint to help you present your decision to stakeholders.
• A business decision-making checklist for Microsoft Word to ensure you have followed all of the best decision-making steps.

Examples of Decision-Making Processes

There are many example situations that require rational, intuitive, or creative decision-making processes. When selecting financial investments, rational analysis might be appropriate, whereas creating an ad campaign might necessitate creative thinking. Here are some examples of decision-making processes applied to real-world scenarios: Examples of Rational Decision-Making 

• Purchasing an Appliance: When purchasing an appliance using rational decision-making, one would consider factors such as technical specifications and price. Systematically compare options based on criteria such as cost, energy efficiency, brand reliability, and user reviews to select the one that best meets your needs and budget.
• Making Financial Investments:  When deciding on financial investments, it is important to thoroughly research and understand your options so that you reduce the risk of losing money. Evaluate potential options by analyzing historical performance, risk level, market trends, and aligning them with your financial goals and risk tolerance to make a rational decision.
• New Product Development:  Developing a new product is usually an expensive venture that is only undertaken when the benefits outweigh the risks. Use the rational decision-making process to assess market demand, competition, cost of development, potential profitability, and alignment with business strategy.

Examples of Intuitive Decision-Making  

• Crisis Decision-Making:  In an emergency, most people rely on the person in the room with the most experience to make decisions. Quick thinking is important when time is short, so you must rely on your intuition and trust your experience to guide you.
• Employee Motivation Strategy: Employees have a range of learning styles and values. Instead of relying on quantitative data such as performance metrics to engage and motivate employees, good managers use intuitive decision-making, drawing from personal interactions and observations of the team’s dynamics.
• Creative Images:  Creative teams, such as marketing and branding, must use their intuition to guide their decision-making, relying on gut feelings and spontaneous visual associations to select images that resonate and align with the campaign’s goals.

Examples of Creative Decision-Making  

• Team Problem-Solving and Brainstorming:  Teams often come together and brainstorm to solve problems. Encourage open dialogue, blending intuitive insights and rational analysis to evaluate diverse ideas..
• Strategic Planning:  Strategic planning is complex and combines data analysis with intuition from experts. In order to create a strategic plan, one must analyze data, trends, and organizational capabilities, while drawing on internal insights and foresights about market shifts and emerging opportunities.
• Technology Adoption:  Adopting new technology is often a complicated process, combining the needs of teams with the reality of costs and security concerns. Conduct thorough research, cost-benefit analyses, and compatibility assessments with your current systems, while also using your gut feeling to predict future industry trends and business needs.

Common Decision-Making Challenges

Common challenges in decision-making include information overload, which can lead to decision paralysis. Additionally, cognitive biases and emotional influences often skew perception and judgment, leading to decisions that may not align with larger goals. We’ve spoken to experts and listed some of the most common decision-making challenges and how to overcome them:

Personal Bias:   

Personal biases often get in the way of objective decision-making. “One of the biggest challenges when making  business decisions is not letting your emotions get in the way. You have to keep company interests at the top of your mind,” says  David Walter , Master Electrician at Alcoa. Consider involving an impartial mediator if you anticipate having this issue. You can also learn more about tackling this problem in this guide to  making effective business decisions .

• Decision Paralysis: When faced with a lot of data or options, it can be difficult to settle on a decision. Give yourself a timeline. When the deadline arrives, make the best decision you can with the information you have available. “What you'll find after you're more experienced is that the first option that comes to your mind most of the time is often the correct one,” suggests Walter.
• Lack of Ownership: It can be difficult to take ownership of a decision, especially if it turns out to be a mistake in the long run. “Make sure that you fess up when you make a mistake. You're never going to be perfect, but if you don't admit when you went in the wrong direction, your team will lose faith in you,” warns Walter.

Finality:    

Decisions can sometimes be difficult to reverse. “If it is easy to reverse the outcome of a decision, then you shouldn't spend too much time analyzing it. Sometimes there are various paths to achieving the same outcome. However, if the decision is not reversible, then much more analysis and consideration is often required,” explains Marijn Overvest, founder of  Procurement Tactics .

• Buy-In and Permission: Sometimes it’s easier and faster to make a decision without consulting the people it will impact, but in the long run, that risks resistance and resentment. Ensure that you have the buy-in and permission necessary to make a decision. “Sometimes you need to consider more than the specific actions to achieve your goals and make decisions,” says Overvest. “If people are involved, then you will likely need to involve them early, ask their input, and make them part of the solution. Otherwise, they may actively or silently resist the initiative.”
• Lack of Information:  Making decisions without all the necessary information leads to uncertainty and errors. As much as possible, make sure that you have all of the information necessary to make a fully informed decision. You might need to gather information from more than one person or place. “It’s unlikely that you will always have all of the information that you require at your fingertips,” says Overvest. “If you are unsure and have more time, you should identify and obtain the information you need to make a more informed decision.”
• Company Culture: Sometimes, a company’s culture can stifle change or innovation. Before you make any big decisions, consider the work that might be needed to implement any big changes, and get your team on board early to help ensure that changes are successful.
• Resource Constraints:  Often, making changes is time-consuming and expensive. Ensure that you can follow through on the decisions you make with the resources you have available.

Best Practices in Strong Decision-Making

To enhance decision-making, some best practices help ensure that decisions are informed and grounded in reality. For example, involving a diverse group of stakeholders in the decision-making process can provide multiple perspectives, fostering creativity and mitigating biases. Here are some best practices to follow when making decisions in any context:

• Gather and Organize Information: Gather as much relevant information as possible, and then organize it to make it easier to parse. “What I do first is thorough research and data collection,” says Walter. “This helps me understand the context and all of the possible outcomes of the matter.”
• Involve Others:  When making important decisions, it is useful to ask the opinions of others and talk through potential issues. “The second step in my decision-making process is to share what I’ve researched with the team and ask for their input to ensure I’m considering things from a well-rounded perspective,” Walter continues.
• Score Your Options: Many people find it useful to adopt an analytical approach to decision-making. Use one of these  decision-matrix templates to help categorize and score your options based on the criteria that you choose. 
• Remain Impartial: Many poor decisions are made emotionally, so if possible, remove your personal bias from the situation before making a decision. If you find yourself unable to do so, consider using a mediator.
• Trust Your Gut:  Ultimately, if you are trusted to make a decision, it is likely because you are the best one to do so. Trust in your experience and make the best decision possible with the information you have available. “Over the years, I've learned that it's not just about crunching numbers; experience and intuition play a significant role too,” says Walter. “Sometimes, the data might not show the whole picture, and that's when your gut feeling based on experience guides you.”
• Educate Yourself: Decision-making is a skill and can be trained like any other. “I would advise anyone interested in decision-making to read books on specific decision models, as well as autobiographies from trusted leaders and link their choices back to the known models,” suggests O’Brien. “This active engagement in the subject matter will embed this knowledge even deeper into your brain.”
• Remain Flexible:  Don’t go into the decision-making process thinking you already know all the answers. Remain flexible and open to your options.
• Delegate When Possible: It is important to remember that you work with a team and not all decisions need to come from the person at the top. When possible, empower your team members to make  data-driven decisions and trust in their experience and expertise. This will also help develop them as future leaders and increase their trust in you. See this  guide to making data-driven decisions to learn more.

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7 steps of the decision-making process

Reading time: about 4 min

• Identify the decision.
• Gather relevant info.
• Identify the alternatives.
• Weigh the evidence.
• Choose among the alternatives.
• Take action.
• Review your decision.

Robert Frost wrote, “Two roads diverged in a wood, and I—I took the one less traveled by, and that has made all the difference.” But unfortunately, not every decision is as simple as “Let’s just take this path and see where it goes,” especially when you’re making a decision related to your business.

Whether you manage a small team or are at the head of a large corporation, your success and the success of your company depend on you making the right decisions—and learning from the wrong decisions.

Use these decision-making process steps to help you make more profitable decisions. You'll be able to better prevent hasty decision-making and make more educated decisions.

Defining the business decision-making process

The business decision-making process is a step-by-step process allowing professionals to solve problems by weighing evidence, examining alternatives, and choosing a path from there. This defined process also provides an opportunity, at the end, to review whether the decision was the right one.

7 decision-making process steps

Though there are many slight variations of the decision-making framework floating around on the Internet, in business textbooks, and in leadership presentations, professionals most commonly use these seven steps.

1. Identify the decision

To make a decision, you must first identify the problem you need to solve or the question you need to answer. Clearly define your decision. If you misidentify the problem to solve, or if the problem you’ve chosen is too broad, you’ll knock the decision train off the track before it even leaves the station.

If you need to achieve a specific goal from your decision, make it measurable and timely.

2. Gather relevant information

Once you have identified your decision, it’s time to gather the information relevant to that choice. Do an internal assessment, seeing where your organization has succeeded and failed in areas related to your decision. Also, seek information from external sources, including studies, market research, and, in some cases, evaluation from paid consultants.

Keep in mind, you can become bogged down by too much information and that might only complicate the process.

3. Identify the alternatives

With relevant information now at your fingertips, identify possible solutions to your problem. There is usually more than one option to consider when trying to meet a goal. For example, if your company is trying to gain more engagement on social media, your alternatives could include paid social advertisements, a change in your organic social media strategy, or a combination of the two.

4. Weigh the evidence

Once you have identified multiple alternatives, weigh the evidence for or against said alternatives. See what companies have done in the past to succeed in these areas, and take a good look at your organization’s own wins and losses. Identify potential pitfalls for each of your alternatives, and weigh those against the possible rewards.

5. Choose among alternatives

Here is the part of the decision-making process where you actually make the decision. Hopefully, you’ve identified and clarified what decision needs to be made, gathered all relevant information, and developed and considered the potential paths to take. You should be prepared to choose.

6. Take action

7. review your decision.

After a predetermined amount of time—which you defined in step one of the decision-making process—take an honest look back at your decision. Did you solve the problem? Did you answer the question? Did you meet your goals?

If so, take note of what worked for future reference. If not, learn from your mistakes as you begin the decision-making process again.

Tools for better decision-making

Depending on the decision, you might want to weigh evidence using a decision tree . The example below shows a company trying to determine whether to perform market testing before a product launch. The different branches record the probability of success and estimated payout so the company can see which option will bring in more revenue.

Visual Activities are a perfect choice for quickly synthesizing ideas and gaining consensus. Use these dynamic activities with your team members to turn qualitative feedback into actionable insights and easily make decisions in seconds.

A decision matrix is another tool that can help you evaluate your options and make better decisions. Learn how to make a decision matrix and get started quickly with the template below. 

You can also create a classic pros-and-cons list, and clearly highlight whether your options meet necessary criteria or whether they pose too high of a risk.

With these 7 steps we've outlined, plus some tools to get you started, you will be able to make more informed decisions faster . 

Explore additional strategies to help with your decision-making process.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

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Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

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Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

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Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

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Decision-making process

The basic idea.

Which do you prefer, hamburgers or pizza? 

You probably came up with the answer to that question quickly — unless you’re really torn between those two delicious meals. Yet, whenever we are making a choice between two or more things, our brains go through a decision-making process.

When we are presented with a choice, we first have to identify the decision. For the hamburger vs. pizza question, that’s an easy step — you immediately know that the decision is between two food items. Next, we have to gather the relevant information. You think of hamburgers and pizzas and their respective tastes. Then, you identify alternatives. Are there any other options? Maybe a secret taco stash laying around? No.

Now that you know the parameters of the decision, it’s time to weigh the evidence. Since it’s based on personal preference, you only have to conjure up your own experience eating both. Which one have you preferred in the past? And finally: you’re ready to make the choice. 1

If the question was to require an action, such as “Do you want to go get hamburgers or pizza?”, after making the choice, you would implement the action and order one or the other. The last step is to reflect on that decision. As you sit thedown with your slice of pizza, are you content? You evaluate your outcome so that in the future, you can improve your choices. 2

A decision-making process is the cognitive process where you weigh alternatives to achieve a desired result. 3

It doesn’t matter which side of the fence you get off on sometimes. What matters most is getting off. You cannot make progress without making decisions. - American entrepreneur and motivational speaker Jim Rohn. 4

Problem Solving: while problem solving and decision making are related, they are not the same. Problem solving is an analytical process used to identify the possible solutions to a situation at hand and is sometimes a part of the decision-making process. However, sometimes you make a decision without identifying all possible solutions to the problem. 5

Analysis Paralysis: the inability to decide because of over-thinking. People usually get stuck in the stage where they consider all the alternatives and can be overwhelmed by choice (known as the choice overload bias ), preventing them from picking a choice. 6

Boundary conditions: constraints necessary for the solution of a decision. 7 The boundary conditions determine what the objective of the decision is and therefore what solutions will be suitable. 8

Maximizing: a decision-making process in which an individual employs optimization, where they gain all the necessary data on alternatives to make the best decision. 9

Bounded rationality : decision-making processes where individuals satisfice instead of optimize. 

Decision-making processes are one of the facets that make humans unique. There are definitely similarities between the ways that humans and animals make decisions (in fact, we wrote a whole article about it: “ Decision-Making Parallels Between Humans and Animals ”). But humans are thought to engage in more complex decision-making processes - our actions are less governed by instinct than animals.  

Since decision-making processes are an integral part of humanity, it’s impossible to pinpoint a time where they were first an object of research, as we have been interested in how humans make decisions as long as we have existed! In research, decision-making processes are usually examined as either group decision-making, or individual decision-making. 

In group decision-making, multiple individuals work together to analyze a question or problem, consider alternative choices, and make a choice. An obvious difference between group decision-making and individual decision-making is that the former process is usually more formal and occurs outside of internal thought processes. Being in a group also has quite impactful effects on the types of decisions we come to. For example, groupthink is a phenomenon borne from our desire to achieve consensus - individuals ignore evidence or neglect to speak out if their thoughts contradict the majority opinion. It is a form of group conformity that hinders critical thinking and can lead to suboptimal decisions. Additionally, groups tend to make riskier decisions than individuals. 10

Yet, sometimes group decision-making processes are advantageous because there are a greater number of perspectives which can reduce the personal biases that come into play with individual decision-making. Groups can usually come up with a greater number of alternatives, because they have more time and resources. Oftentimes, individuals have to employ the satisficing technique, where they make a choice that is satisfactory rather than optimal. When satisficing, individuals don’t engage in problem-solving, but pick the first choice they come across that adheres to the boundary conditions, because it requires too much time, effort, and resources to gather all the necessary evidence and alternative options. 

Various research has gone into trying to outline the steps involved in the decision-making process. One of the earlier processes,developed by Australian psychologist Leon Mann in the 1980s, is known as the GOFER process. It was based on a theory Mann had previously proposed alongside psychologist Irvin Janis, the conflict theory of decision making, which suggests decision-makers must choose from a set of alternatives that each have positive and negative outcomes. 11 GOFER represents an acronym for five decision-making steps:

• G oal clarification. In this step, the decision-maker must determine what their goal is and what they are trying to achieve with their decision.
• O ptions generation. The decision-maker conjures up different options that are available to them and that would help them achieve their goals.
• F acts-finding. During this stage, the decision-maker examines what evidence they have on each alternative and what information they are missing that could help them make their decision. 
• E ffects. The decision-maker considers the positive and negative outcomes of each alternative.
• R eview. Now that a decision has been arrived at, the decision-maker considers how it will be implemented. 12

Another popular decision-making process model is the DECIDE model, developed in 2008 by Hawaiian educator, Kristina Guo. It has similar steps as the GOFER model and Guo developed it to help healthcare managers make better decisions. The acronym stands for:

• D efine the problem.
• E stablish the criteria.
• C onsider the alternatives.
• I dentify the best alternative.
• D evelop a plan and implement the plan of action.
• E valuate and monitor the solution and feedback. 10

While the first five steps are similar to the GOFER model, the DECIDE model has an additional step, evaluate, which is crucial for improving decision-making processes in the long run, as evaluating your choice will help you learn how successful it was and whether you should make the same decision in the future.

Consequences

Although we usually make decisions quickly, following decision-making models can help us make thoughtful decisions. By outlining the decision-making process, you can ensure that you are going through each step, considering the alternatives, and making an informed decision, which should lead to better outcomes. When it comes to group settings, being transparent about the decision-making process can also help other people understand why you’re making the choices you are. After all, wasn’t it irritating when your parents told you that the answer was no ‘because they said so’? 

Controversies

Oftentimes, people assume that decision-making processes are rational. Many models assume that individuals will make choices that maximize utility while minimizing costs. They also assume people have all of the information required to make the optimal choice — all of the models include a stage where the decision-maker analyzes various alternatives. 

But consider how many decisions you have made today. Is it really possible to go through each stage of the decision-making process, weigh out all the advantages and disadvantages of each alternative, and then come to a clear decision? Humans are thought to make around 35,000 choices per day, which makes it impossible for us to have the time, resources, or brain capacity to have all the information necessary to make a perfectly rational decision. 13

That’s why many people criticize decision-making models for being unrealistic, and instead suggest that decision-making processes actually adhere to bounded rationality , where decision-makers satisfice instead of optimize. 

Effectiveness of the GOFER Decision-Making Process

Giving teens the tools to make better, more thought-out decisions can help improve outcomes. In 1988, Leon Mann and his colleagues from The Flinders University of South Australia conducted a study to determine how effective teaching students the GOFER decision-making process was. 14  

Mann and his colleagues developed and ran a GOFER course to teach teens generalized decision-making skills that would enable the students to apply the decision skills to a range of problems even beyond the school context. They delivered the course over the span of a year with the aid of two principal texts. The first book outlined decision-making processes and the GOFER technique, while the second applied the principles of GOFER to five areas: decision-making in groups, friendships and decision-making, subject choices, money, and finally, the GOFER technique employed in various different professions. 14  

Mann et al. compared the students in South Australia who had taken the GOFER course with a control group of high school students who had not taken the course. They gave all students a questionnaire that asked them to reflect on their decision self-esteem , their vigilance with decisions, panic measures they might be prone to, cop out tendencies they use to avoid making decisions, and complacency. They filled out another questionnaire that examined their performance on decision-making across the five areas taught by the course, and a third questionnaire that asked them general information about decision-making, with questions like, “What makes a good decision maker?” 14

Mann found that the students who had been trained in the GOFER method during the course had much higher reports of self-esteem as a decision-maker, and better habits when it came to making decisions (fewer panic, cop-out, and complacency tendencies). Mann et al. concluded that the GOFER decision-making process helped improve student knowledge on decision-making, raise their confidence, and improved their habits. 14 

Decision-making styles

Just as there are various different decision-making models, there are different decision-making styles. Each style has different advantages and disadvantages, and can be categorized into four main types: directive, conceptual, analytical, and behavioral. 15

Directive: Individuals with directive decision-making styles rely on rationality, but the decision-maker usually relies solely on their own knowledge without taking into account other opinions. 15

Conceptual: The conceptual decision-maker likes to approach problems from every angle. They like to brainstorm potential alternatives, gather insights from other people, and try to come up with creative solutions to problems. This style of decision-making can be time-consuming as a result. 15

Analytical: Similar to the conceptual decision makers, analytical decision-makers like to gather a lot of information before they make a decision. While the conceptual decision-maker is keen to come up with creative solutions, the analytical decision-maker wants to find data and facts that will support their decision. At times, this can prevent innovative choices, but it means that choices are well-informed and objective. 16

Behavioral: Individuals with a behavioral decision-making style are group-oriented. However, instead of leaving the process open-ended, they will provide groups with potential options and alternatives and use the group sessions to discuss potential pros and cons. To be effective, this style needs a decisive leader who can listen to the pros and cons and execute a decision, or else discussion could go on forever. 16 

Related Content

Group Decision Making: How to Be Effective and Efficient

Groupthink can be an obstacle to group decision-making processes, but so can it’s opposite. You’ve probably heard of the phrase ‘too many cooks in the kitchen.’ When many people are involved in the decision-making process, too much time can be spent debating between alternatives which can lead to a standstill or a delay in making a decision. While opposite issues, both of these phenomena are common challenges in group decision-making. To discover some principles that can help groups make more effective and efficient decisions, read this article by our contributor, Yasmine Kalkstein.

The Power of Narratives in Decision Making

Decision-making processes are usually outlined as a series of steps or stages. Humans like to categorize things in that way, because we tend to process the world around us as narratives that have a sequence: a beginning (a cause), a middle, and an end (an effect). That is known as the theory of narrative thought, which this article explores. In the article, contributor Constantin Huet explores why it is that we think in terms of stories, and what effects stories have on our consumer decisions. 

• 7 steps of the decision-making process . (2020, May 18). Lucidchart. https://www.lucidchart.com/blog/decision-making-process-steps
• Decision-making process . (2016, September 23). University of Massachusetts Dartmouth. https://www.umassd.edu/fycm/decision-making/process/
• Lunenburg, F. C. (2010). The Decision Making Process. National Forum of Educational Administration and Supervision Journal , 27 (4). http://www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C.%20The%20Decision%20Making%20Process%20NFEASJ%20
• Sweatt, L. (2016, October 6). 13 Quotes About Making Life Choices . SUCCESS. https://www.success.com/13-quotes-about-making-life-choices/
• Problem solving vs decision making – what is the difference? (2019, July 30). Changeboard. https://www.changeboard.com/article-details/16960/problem-solving-vs-decision-making-what-is-the-difference-
• Chen, J. (2021, July 2). Analysis Paralysis . Investopedia. https://www.investopedia.com/terms/a/analysisparalysis.asp
• What Are Boundary Conditions? (2021, September 3). SimScale. https://www.simscale.com/docs/simwiki/numerics-background/what-are-boundary-conditions/
• Drucker, P. F. (1967, January 1). The Effective Decision . Harvard Business Review. https://hbr.org/1967/01/the-effective-decision
• Satisficing . (2021, October 7). The Decision Lab. https://thedecisionlab.com/reference-guide/psychology/satisficing/
• Belovicz, M. W., Finch, F. E., & Jones, H. (2017). Do Groups Make Riskier Decisions Than Individuals. https://doi.org/10.5465/ambpp.1968.4980628
• Loneck, B. M., & Kola, L. A. (2010). Using the Conflict-Theory Model of Decision Making to Predict Outcome in the Alcoholism Intervention. https://doi.org/10.1300/J020V05N03_09
• GOFER Process for Decision Making. Tools and Techniques to make Better Choices . (October 6). Briquinex. Retrieved January 18, 2022, from https://briquinex.blogspot.com/2020/10/gofer-process-for-decision-making-tools.html
• Krockow, E. M. (2018, September 27). How Many Decisions Do We Make Each Day? Psychology Today. https://www.psychologytoday.com/ca/blog/stretching-theory/201809/how-many-decisions-do-we-make-each-day
• Mann, L., Power, C., Harmoni, R., Beswick, G., & Ormond, C. (1988). Effectiveness of the GOFER course in decision making for high school students. Journal of Behavioral Decision Making , 1 (3), 159-168. https://www.academia.edu/18668639/Effectiveness_of_the_GOFER_course_in_decision_making_for_high_school_students
• Lombardo, J. (2013, July 24). Decision Making Styles: Directive, Analytical, Conceptual and Behavioral . Study.com. https://study.com/academy/lesson/decision-making-styles-directive-analytical-conceptual-and-behavioral.html
• Malhotra, S. (2018, July 27). 4 styles of decision-making: A leader's guide . The Enterprisers Project. https://enterprisersproject.com/article/2018/7/4-styles-decision-making-leaders-guide?page=0%2C1

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Dan is a Co-Founder and Managing Director at The Decision Lab. He is a bestselling author of Intention - a book he wrote with Wiley on the mindful application of behavioral science in organizations. Dan has a background in organizational decision making, with a BComm in Decision & Information Systems from McGill University. He has worked on enterprise-level behavioral architecture at TD Securities and BMO Capital Markets, where he advised management on the implementation of systems processing billions of dollars per week. Driven by an appetite for the latest in technology, Dan created a course on business intelligence and lectured at McGill University, and has applied behavioral science to topics such as augmented and virtual reality.

Dr. Sekoul Krastev

Sekoul is a Co-Founder and Managing Director at The Decision Lab. He is a bestselling author of Intention - a book he wrote with Wiley on the mindful application of behavioral science in organizations. A decision scientist with a PhD in Decision Neuroscience from McGill University, Sekoul's work has been featured in peer-reviewed journals and has been presented at conferences around the world. Sekoul previously advised management on innovation and engagement strategy at The Boston Consulting Group as well as on online media strategy at Google. He has a deep interest in the applications of behavioral science to new technology and has published on these topics in places such as the Huffington Post and Strategy & Business.

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The SkillsYouNeed Guide to Interpersonal Skills

Making decisions and solving problems are two key areas in life, whether you are at home or at work. Whatever you’re doing, and wherever you are, you are faced with countless decisions and problems, both small and large, every day.

Many decisions and problems are so small that we may not even notice them. Even small decisions, however, can be overwhelming to some people. They may come to a halt as they consider their dilemma and try to decide what to do.

Small and Large Decisions

In your day-to-day life you're likely to encounter numerous 'small decisions', including, for example:

Tea or coffee?

What shall I have in my sandwich? Or should I have a salad instead today?

What shall I wear today?

Larger decisions may occur less frequently but may include:

Should we repaint the kitchen? If so, what colour?

Should we relocate?

Should I propose to my partner? Do I really want to spend the rest of my life with him/her?

These decisions, and others like them, may take considerable time and effort to make.

The relationship between decision-making and problem-solving is complex. Decision-making is perhaps best thought of as a key part of problem-solving: one part of the overall process.

Our approach at Skills You Need is to set out a framework to help guide you through the decision-making process. You won’t always need to use the whole framework, or even use it at all, but you may find it useful if you are a bit ‘stuck’ and need something to help you make a difficult decision.

Decision Making

Effective Decision-Making

This page provides information about ways of making a decision, including basing it on logic or emotion (‘gut feeling’). It also explains what can stop you making an effective decision, including too much or too little information, and not really caring about the outcome.

A Decision-Making Framework

This page sets out one possible framework for decision-making.

The framework described is quite extensive, and may seem quite formal. But it is also a helpful process to run through in a briefer form, for smaller problems, as it will help you to make sure that you really do have all the information that you need.

Problem Solving

Introduction to Problem-Solving

This page provides a general introduction to the idea of problem-solving. It explores the idea of goals (things that you want to achieve) and barriers (things that may prevent you from achieving your goals), and explains the problem-solving process at a broad level.

The first stage in solving any problem is to identify it, and then break it down into its component parts. Even the biggest, most intractable-seeming problems, can become much more manageable if they are broken down into smaller parts. This page provides some advice about techniques you can use to do so.

Sometimes, the possible options to address your problem are obvious. At other times, you may need to involve others, or think more laterally to find alternatives. This page explains some principles, and some tools and techniques to help you do so.

Having generated solutions, you need to decide which one to take, which is where decision-making meets problem-solving. But once decided, there is another step: to deliver on your decision, and then see if your chosen solution works. This page helps you through this process.

‘Social’ problems are those that we encounter in everyday life, including money trouble, problems with other people, health problems and crime. These problems, like any others, are best solved using a framework to identify the problem, work out the options for addressing it, and then deciding which option to use.

This page provides more information about the key skills needed for practical problem-solving in real life.

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Neither problem-solving nor decision-making is an intrinsically difficult process and we hope you will find our pages useful in developing your skills.

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The 5 steps of the solving problem process

August 17, 2023 by MindManager Blog

Whether you run a business, manage a team, or work in an industry where change is the norm, it may feel like something is always going wrong. Thankfully, becoming proficient in the problem solving process can alleviate a great deal of the stress that business issues can create.

Understanding the right way to solve problems not only takes the guesswork out of how to deal with difficult, unexpected, or complex situations, it can lead to more effective long-term solutions.

In this article, we’ll walk you through the 5 steps of problem solving, and help you explore a few examples of problem solving scenarios where you can see the problem solving process in action before putting it to work.

Understanding the problem solving process

When something isn’t working, it’s important to understand what’s at the root of the problem so you can fix it and prevent it from happening again. That’s why resolving difficult or complex issues works best when you apply proven business problem solving tools and techniques – from soft skills, to software.

The problem solving process typically includes:

• Pinpointing what’s broken by gathering data and consulting with team members.
• Figuring out why it’s not working by mapping out and troubleshooting the problem.
• Deciding on the most effective way to fix it by brainstorming and then implementing a solution.

While skills like active listening, collaboration, and leadership play an important role in problem solving, tools like visual mapping software make it easier to define and share problem solving objectives, play out various solutions, and even put the best fit to work.

Before you can take your first step toward solving a problem, you need to have a clear idea of what the issue is and the outcome you want to achieve by resolving it.

For example, if your company currently manufactures 50 widgets a day, but you’ve started processing orders for 75 widgets a day, you could simply say you have a production deficit.

However, the problem solving process will prove far more valuable if you define the start and end point by clarifying that production is running short by 25 widgets a day, and you need to increase daily production by 50%.

Once you know where you’re at and where you need to end up, these five steps will take you from Point A to Point B:

• Figure out what’s causing the problem . You may need to gather knowledge and evaluate input from different documents, departments, and personnel to isolate the factors that are contributing to your problem. Knowledge visualization software like MindManager can help.
• Come up with a few viable solutions . Since hitting on exactly the right solution – right away – can be tough, brainstorming with your team and mapping out various scenarios is the best way to move forward. If your first strategy doesn’t pan out, you’ll have others on tap you can turn to.
• Choose the best option . Decision-making skills, and software that lets you lay out process relationships, priorities, and criteria, are invaluable for selecting the most promising solution. Whether it’s you or someone higher up making that choice, it should include weighing costs, time commitments, and any implementation hurdles.
• Put your chosen solution to work . Before implementing your fix of choice, you should make key personnel aware of changes that might affect their daily workflow, and set up benchmarks that will make it easy to see if your solution is working.
• Evaluate your outcome . Now comes the moment of truth: did the solution you implemented solve your problem? Do your benchmarks show you achieved the outcome you wanted? If so, congratulations! If not, you’ll need to tweak your solution to meet your problem solving goal.

In practice, you might not hit a home-run with every solution you execute. But the beauty of a repeatable process like problem solving is that you can carry out steps 4 and 5 again by drawing from the brainstorm options you documented during step 2.

Examples of problem solving scenarios

The best way to get a sense of how the problem solving process works before you try it for yourself is to work through some simple scenarios.

Here are three examples of how you can apply business problem solving techniques to common workplace challenges.

Scenario #1: Manufacturing

Building on our original manufacturing example, you determine that your company is consistently short producing 25 widgets a day and needs to increase daily production by 50%.

Since you’d like to gather data and input from both your manufacturing and sales order departments, you schedule a brainstorming session to discover the root cause of the shortage.

After examining four key production areas – machines, materials, methods, and management – you determine the cause of the problem: the material used to manufacture your widgets can only be fed into your equipment once the machinery warms up to a specific temperature for the day.

Your team comes up with three possible solutions.

• Leave your machinery running 24 hours so it’s always at temperature.
• Invest in equipment that heats up faster.
• Find an alternate material for your widgets.

After weighing the expense of the first two solutions, and conducting some online research, you decide that switching to a comparable but less expensive material that can be worked at a lower temperature is your best option.

You implement your plan, monitor your widget quality and output over the following week, and declare your solution a success when daily production increases by 100%.

Scenario #2: Service Delivery

Business training is booming and you’ve had to onboard new staff over the past month. Now you learn that several clients have expressed concern about the quality of your recent training sessions.

After speaking with both clients and staff, you discover there are actually two distinct factors contributing to your quality problem:

• The additional conference room you’ve leased to accommodate your expanding training sessions has terrible acoustics
• The AV equipment you’ve purchased to accommodate your expanding workforce is on back-order – and your new hires have been making do without

You could look for a new conference room or re-schedule upcoming training sessions until after your new equipment arrives. But your team collaboratively determines that the best way to mitigate both issues at once is by temporarily renting the high-quality sound and visual system they need.

Using benchmarks that include several weeks of feedback from session attendees, and random session spot-checks you conduct personally, you conclude the solution has worked.

Scenario #3: Marketing

You’ve invested heavily in product marketing, but still can’t meet your sales goals. Specifically, you missed your revenue target by 30% last year and would like to meet that same target this year.

After collecting and examining reams of information from your sales and accounting departments, you sit down with your marketing team to figure out what’s hindering your success in the marketplace.

Determining that your product isn’t competitively priced, you map out two viable solutions.

• Hire a third-party specialist to conduct a detailed market analysis.
• Drop the price of your product to undercut competitors.

Since you’re in a hurry for results, you decide to immediately reduce the price of your product and market it accordingly.

When revenue figures for the following quarter show sales have declined even further – and marketing surveys show potential customers are doubting the quality of your product – you revert back to your original pricing, revisit your problem solving process, and implement the market analysis solution instead.

With the valuable information you gain, you finally arrive at just the right product price for your target market and sales begin to pick up. Although you miss your revenue target again this year, you meet it by the second quarter of the following year.

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Making the Difference: Problem Solving vs Decision Making

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Do you ever find yourself stuck between a rock and hard place, unable to decide what the best course of action is?

I have. Whether it’s what desk to put in our new conservatory space (and I’ll tell you what we ended up deciding later), or who to invite to meetings, or managing to order everyone else’s food and then getting so overwhelmed with having made decisions all day for all the people that I couldn’t choose anything for myself.

I left the café with nothing for me and ended up with a couple of slices of peanut butter toast at home.

Making decisions can be difficult for even the most experienced project managers. But before making any decision, it’s important to understand the difference between problem solving and decision making.

Ready to get into it?

Problem solving involves diagnosing issues that arise during projects while decision making requires taking appropriate steps based on those diagnoses. While they may appear similar at first glance, there are key differences in how each process should be approached – understanding these differences will help you make more informed decisions!

Let’s explore both processes as well as their similarities and differences.

What is problem solving?

You’ve been solving problems since you were a baby: how to stand up, how to get your socks off, how to get your parents to bring you your favorite sippy cup.

As an adult, we solve problems every day at work and at home.

So it probably sounds a bit odd to want to define problem solving before we go any further. Surely we all know what we are talking about as we do it all the time?

Humor me. Problem solving is the process of identifying and analyzing a problem, generating potential solutions, and selecting the best solution to address the issue. It involves breaking down complex problems into smaller components and then finding ways to solve them.

The problem solving process

If you think that description sounds linear, then you’d be right. Problem solving fits neatly into a process, one that we don’t even know we’re following most of the time.

The problem solving process typically consists of four steps:

• Identify the problem
• Generate possible solutions
• Evaluate each option
• Select an appropriate course of action.

That does make it sound easy. Wicked problems need a slightly different approach (PMI has a problem solving training course that is brilliant and will help with that).

But for now, let’s stick with a high-level approach that works for most problems.

1. Identify the problem

First, it’s important to understand what caused the issue in order to determine how best to resolve it.

You’d be surprised at how many managers don’t bother to find the root cause of the problem to truly understand it. Use techniques like the 5 Whys or an Ishikawa diagram to dig down into what the problem actually is.

2. Generate possible solutions

Brainstorming is one way to come up with different ideas for potential solutions. You could also interview experts, review lessons learned or innovative solutions from previous projects, research what the rest of your industry is doing or consult customers on what they’d like to see. There are no silly ideas at this point!

Choose the creative approach that gets you a range of options to review.

Read next: How to improve problem solving with lessons learned.

3. Evaluate each option

Once you have several options to consider, you can evaluate each one based on its effectiveness and cost before deciding which one is most suitable for your situation.

Use pairwise prioritisation, multi-criteria decision making or analytical hierarchy process (AHP) to help with the evaluation.

4. Select an appropriate course of action

Now you’ve got all the options for solving your problem, you can actually solve it by choosing a course of action that will sort it out. This is where decision making comes in. in this step you make the decision.

Finally, implement your chosen solution and monitor its progress over time so that any necessary adjustments can be made as needed.

Benefits of problem solving skills

There are many benefits associated with having effective problem solving skills.

These include improved decision making abilities (more on that in a minute), increased creativity, better communication skills, greater confidence when faced with challenging situations, enhanced ability to think critically, more efficient use of resources, improved relationships between colleagues or team members due to shared understanding of goals and increased productivity levels due to fewer mistakes being made during projects or tasks.

(Breathe. That was a long sentence, sorry.)

All these advantages make problem solving an invaluable skill in both personal life and professional life scenarios.

What is decision making?

Basically, decision making is the process of selecting a course of action from a number of alternatives. It involves gathering information, weighing options, and choosing the best option for achieving a desired outcome.

But how is that different to problem solving?

Decision making is the process of doing Step 4 of the problem solving process. It’s the choice making, option selection, conclusion of the analysis and thinking.

It’s decisive (duh), purposeful, specific. It removes the ambiguity of the ‘what do we do?’ and helps the team move towards the ‘OK, how do we do that?’

It brings action to a situation.

The decision making process

There is a simple method for decision making too, although the actual decision itself might be tough to make.

• Identify that a decision is required
• Ensure you have the data to make the decision
• Make the decision
• Tell whoever needs to implement the decision

1. Identify that a decision is required

The decision-making process typically begins with identifying what decision needs to be made. Are you making the right decision, or is there something else, deeper, different that is really what’s required?

In this step you also want to identify who is making the decision. That could be your project sponsor, a panel, you by yourself, a committee or whoever. Getting this step clear saves headaches later.

2. Ensure you have the data to make the decision

Do you have all the info you need to make the decision? If not, get it.

When decisions are made quickly but thoughtfully, they can save time and resources while still producing quality results.

Major decisions need more time spent on this step to make sure you understand all the variables.

3. Make the decision

After considering all potential solutions, it’s time to make a choice based on what will yield the best results for everyone involved.

This is the hard part: make the decision! The person or people responsible for this should weigh up the data and use their professional judgement to choose the right course of action. Decision trees can be useful here to avoid unconscious bias (or conscious bias!).

Obviously this is harder for complex decisions. What vendor to choose for a 3-year outsourcing arrangement is harder to decide than what venue to book for a team away day.

4. Tell whoever needs to implement the decision

Great – you’ve made the call and know what to do, but does the rest of the team? Don’t keep the decision to yourself!

Make sure whoever needs to know the next steps is aware that the decision has been made so they can implement it and take the right action.

Having confidence in decisions leads to greater trust between team members and better collaboration overall, which can lead to improved project outcomes over time. Well-made decisions often create opportunities for growth within teams by allowing them to learn from their mistakes as well as their successes along the way.

Similarities between problem solving and decision making

Problem solving and decision making sound very similar, right?

Well, that is true. Both processes involve gathering information, analyzing it, and coming up with solutions or courses of action. They both require critical thinking skills to identify potential solutions or options that are most likely to be successful.

The processes use a similar flow

Both processes involve identifying a problem or issue, researching possible solutions, evaluating those solutions based on criteria such as cost-effectiveness or feasibility, selecting an option from among the available choices, implementing the chosen solution, and you’d also want to monitor its effectiveness over time.

The process can be iterative if necessary; if one solution does not work out as expected then another may need to be tried until a satisfactory outcome is achieved.

They both produce a satisfactory solution

Problem solving and decision making usually lead to some kind of action being taken in order to address a given issue or situation. Problem solving often involves finding creative solutions for complex problems, while decision making typically entails selecting a course of action from several possibilities after carefully evaluating each option’s advantages and disadvantages.

But ultimately, the goal is for something positive (or at least neutral) to come out of the helpful process so that whatever challenge was initially presented can be effectively addressed.

Despite being so similar you could pretty much interchange them in some circumstances, there are some differences.

Differences between problem solving and decision making

Although they have similarities in terms of the process used to come up with a solution, their goals differ significantly.

Process goals are different

The goal of problem solving is to find a solution to an existing issue. It involves identifying the cause of a problem and then finding ways to address it. Problem solving often requires input from multiple stakeholders who can provide different perspectives on how best to solve the issue at hand.

On the other hand, decision making focuses on choosing the best option from multiple alternatives. This could include selecting between competing products or services or deciding which strategy will be most effective for achieving certain objectives.

In other words: decision making doesn’t necessarily mean there is a problem. We make decisions every day about small things and big things, but they aren’t all problems that need the creative step of solutioning.

Sometimes a decision just needs to be taken and the options are clearly known.

They require different stakeholders

Another key difference between problem solving and decision making is that while problem solving typically requires input from multiple stakeholders, decision making is usually done by one individual or group who has access to all relevant information needed for the decision-making process.

To give you an example. Let’s say on a technical project the development team hit a problem. They have to bring in various subject matter experts to research and identify the parameters involved. They consult, brainstorm and debate. It’s a group effort, and it’s likely to end in a solution.

However, if I need my project sponsor to choose between two risk treatments, I’ll take him my recommendation and a summary of options and he’ll simply choose. Done.

Decisions are made based on what is known about a situation rather than relying on external opinions or advice when trying to make an informed choice about what course of action should be taken next.

They produce different results

The nature of both processes also differs in terms of the types of solutions they produce. Problem solving typically results in creative solutions that can be implemented over time, while decision making produces immediate choices from among existing alternatives without necessarily creating something new or unique.

Both processes involve the identification of a problem or issue, the collection of information to evaluate possible solutions, and an analysis of potential outcomes. The main difference between them is in their goals: problem solving seeks to identify the root cause of an issue and develop a solution that will address it; decision making focuses on selecting from among available options.

Both processes require careful consideration of facts and opinions before any action is taken. Problem solving often involves more people than decision making as it requires collaboration to identify underlying causes and brainstorm potential solutions. Decision makers may consult with others for input but ultimately make decisions independently based on their own judgment.

Still got a question?

What is the difference between decision and decision making.

A decision is the act of making a choice between two or more alternatives. Decision making is the process by which decisions are made. It involves gathering information, analyzing data, evaluating alternatives and choosing a course of action based on this analysis. The outcome of the process is the decision. The decision-making process also includes monitoring progress to ensure that goals are being met and taking corrective action if needed.

What is the importance of problem-solving and decision making?

Problem-solving and decision making are essential skills for project managers and managers in general. The processes keep work moving by making sure problems get solved and decisions get made so team members are not blocked from finishing their tasks.

What are the steps in problem-solving and decision making?

Problem-solving and decision making involve a series of steps that can help ensure the best possible outcome. The first step is to identify the problem or opportunity, then analyze it by gathering relevant information and evaluating potential solutions. After considering all options, select an appropriate solution and develop an action plan for implementation. Finally, monitor progress to ensure success and make necessary adjustments along the way. By following these steps, project managers can effectively manage projects while minimizing risks and maximizing results.

Before you go…

Sometimes there isn’t a right decision – it’s simply important to make a decision. As for the desk, in the end, we used a piece of furniture we already had upstairs and didn’t buy one at all.

I spent a morning measuring and researching options, and I’ll never get that time back, but that’s OK.

As a leader, you should be skilled at solving problems and making decisions, and the processes that support them. However, you don’t have to be doing all the solving and making all the calls yourself. As long as you facilitate the process and get the right people in the room, you can step back and let the experts do their thing.

Let the right people do the work and create an environment where your projects move forward because everyone’s got what they need to keep things moving.

Project manager, author, mentor

Elizabeth Harrin is a Fellow of the Association for Project Management in the UK. She holds degrees from the University of York and Roehampton University, and several project management certifications including APM PMQ. She first took her PRINCE2 Practitioner exam in 2004 and has worked extensively in project delivery for over 20 years. Elizabeth is also the founder of the Project Management Rebels community, a mentoring group for professionals. She's written several books for project managers including Managing Multiple Projects .

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Overview of the Problem-Solving Mental Process

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

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You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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• Critical Thinking

Decision-making and Problem-solving

Appreciate the complexities involved in decision-making & problem solving.

Develop evidence to support views

Analyze situations carefully

Discuss subjects in an organized way

Predict the consequences of actions

Weigh alternatives

Generate and organize ideas

Form and apply concepts

Design systematic plans of action

A 5-Step Problem-Solving Strategy

Specify the problem – a first step to solving a problem is to identify it as specifically as possible.  It involves evaluating the present state and determining how it differs from the goal state.

Analyze the problem – analyzing the problem involves learning as much as you can about it.  It may be necessary to look beyond the obvious, surface situation, to stretch your imagination and reach for more creative options.

seek other perspectives

be flexible in your analysis

consider various strands of impact

brainstorm about all possibilities and implications

research problems for which you lack complete information. Get help.

Formulate possible solutions – identify a wide range of possible solutions.

try to think of all possible solutions

be creative

consider similar problems and how you have solved them

Evaluate possible solutions – weigh the advantages and disadvantages of each solution.  Think through each solution and consider how, when, and where you could accomplish each.  Consider both immediate and long-term results.  Mapping your solutions can be helpful at this stage.

Choose a solution – consider 3 factors:

compatibility with your priorities

amount of risk

practicality

Keys to Problem Solving

Think aloud – problem solving is a cognitive, mental process.  Thinking aloud or talking yourself through the steps of problem solving is useful.  Hearing yourself think can facilitate the process.

Allow time for ideas to "gel" or consolidate.  If time permits, give yourself time for solutions to develop.  Distance from a problem can allow you to clear your mind and get a new perspective.

Talk about the problem – describing the problem to someone else and talking about it can often make a problem become more clear and defined so that a new solution will surface.

Decision Making Strategies

Decision making is a process of identifying and evaluating choices.  We make numerous decisions every day and our decisions may range from routine, every-day types of decisions to those decisions which will have far reaching impacts.  The types of decisions we make are routine, impulsive, and reasoned.  Deciding what to eat for breakfast is a routine decision; deciding to do or buy something at the last minute is considered an impulsive decision; and choosing your college major is, hopefully, a reasoned decision.  College coursework often requires you to make the latter, or reasoned decisions.

Decision making has much in common with problem solving.  In problem solving you identify and evaluate solution paths; in decision making you make a similar discovery and evaluation of alternatives.  The crux of decision making, then, is the careful identification and evaluation of alternatives.  As you weigh alternatives, use the following suggestions:

Consider the outcome each is likely to produce, in both the short term and the long term.

Compare alternatives based on how easily you can accomplish each.

Evaluate possible negative side effects each may produce.

Consider the risk involved in each.

Be creative, original; don't eliminate alternatives because you have not heard or used them before.

An important part of decision making is to predict both short-term and long-term outcomes for each alternative.  You may find that while an alternative seems most desirable at the present, it may pose problems or complications over a longer time period.

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7 Steps to Improve Your Decision-Making Process

Business leaders and managers make decisions daily in a world full of uncertainty, with the intention of solving problems. Gaps in knowledge, skill sets and unforeseen variables impact decisions. Fortunately, decision-making skills are an integral part of many business degree programs , allowing graduates to build on these critical skills which employers seek. Yet, even seasoned professionals get stumped with tough decisions and have to think about where to start, what information is needed, what to do next and how to measure if they made an effective decision.

So where does that leave you? Are you confident in your decision-making skills? If not, here's some help. Let's focus on these seven steps, and some key considerations related to each, to help you sharpen your decision-making prowess:

I need to make a decision. Where do I start?

STEP 1: Identify the decision. What's the problem or opportunity in which a decision is needed? It's important to clearly identify what it is that you want to achieve, i.e. specific need, etc. Identifying the decision to be made is an essential step that paves the way for the next steps.

STEP 2: Gather information. So you know you have a decision to make; now you need to learn more about the decision. To do this, you need information about the decision. You'll want to identify what kinds of information you need, how you will get that information and how you will use the information. You'll review and assess the information. What you learn from this phase will help you to learn more about the situation, and hone in on prospective alternatives.

STEP 3: Identify prospective alternatives. Now comes the tricky part, the identification of alternatives. Don't let the word 'tricky' fool you. It may only feel tricky because you'll be narrowing down the options. For some, this is a fun step because you'll feel like you're making headway from your research to seeing patterns or opportunities for an alternative. For others, it can feel a little overwhelming because identifying the option will lead to the next step, and that is a deeper dive into the unknowns and potential impact. Brainstorming can be helpful in identifying prospective alternatives. The next step helps you to weigh the information before making the call on which option to select.

STEP 4: Weigh the evidence. Using the information gathered and identified alternative(s), weigh your options. Consider the impact each alternative may have on the outcome, including opportunities, risks, people and alignment of values. As you reflect on how each alternative may resolve the problem or opportunity, begin to rank the alternatives. Think about the opportunities, risks, alternatives, past experiences, people, with the best alternative first, i.e. the most likely to achieve the desired outcome.

STEP 5: Choose an alternative(s). You've done the research, evaluated the options and have a solid understanding of the prospective outcomes. Now, you put all of what you know, including the unknowns, on the table and you decide the route you're going to take. You select the best alternative(s). The next step is making it happen by taking action.

STEP 6: Take action. That's right, now you put principle to practice and you make the alternative selected a reality. Choosing an alternative without action would stall the decision-making process. Using the best practices, recommended actions and proven critical success factors that you found while gathering information, selecting an alternative and weighing the evidence. Use that information to craft the metrics that will be used to measure and monitor action performance over a specific timeframe, which will be helpful in the review phase.

STEP 7: Review. The review stage is the last step of the decision-making process here, you will evaluate whether or not the specific outcome resolved the problem or opportunity you identified initially. Using metrics to help measure and monitor performance, you'll want to check to see if the outcome has been achieved or not within the timeframe identified. If you achieved the outcome, great; you'll want to reflect upon what went right, any challenges and the lessons learned. If not, you may need to dig a little deeper regarding why the outcome was not achieved and repeat. If the decision has not been favorable, you may want refer back to the previous stage of the decision-making process gather more information and explore other alternatives, i.e. a "Plan B."

How can I grow my decision-making abilities?

No one makes perfect decisions all of the time. Business environments are constantly changing and there are lots of unknowns and what-ifs at play. Challenge yourself to go beyond the perfect hypothetical stable business environments, and dive deep into the muddy unknowns and knowns. There, within the muddy unknowns, what-ifs are explored, connections and possible outcomes are predicted. Consider where you can develop your decision-making skills. Dig into the research about decision-making skill sets employers are seeking in employees in your field. Take stock of your skills and compare them to what employers are looking for to determine how you can grow your decision-making arsenal.

Carpen earned her BA in Law & Liberal Arts from The University of Findlay before earning her MBA in Organizational Leadership from The University of Findlay. She also earned her Ph.D. in Organization and Management with a specialization in Human Resource Management from Capella University. She earned the following certifications: Peer Reviewer Certificate from Quality Matters, Strategic Intervention Coach (RMT200) Certificate from Robbins-Madanes, and Hatha Yoga Teacher (RYT200) Certificate.

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How to Make Great Decisions, Quickly

• Martin G. Moore

It’s a skill that will set you apart.

As a new leader, learning to make good decisions without hesitation and procrastination is a capability that can set you apart from your peers. While others vacillate on tricky choices, your team could be hitting deadlines and producing the type of results that deliver true value. That’s something that will get you — and them — noticed. Here are a few of a great decision:

• Great decisions are shaped by consideration of many different viewpoints. This doesn’t mean you should seek out everyone’s opinion. The right people with the relevant expertise need to clearly articulate their views to help you broaden your perspective and make the best choice.
• Great decisions are made as close as possible to the action. Remember that the most powerful people at your company are rarely on the ground doing the hands-on work. Seek input and guidance from team members who are closest to the action.
• Great decisions address the root cause, not just the symptoms. Although you may need to urgently address the symptoms, once this is done you should always develop a plan to fix the root cause, or else the problem is likely to repeat itself.
• Great decisions balance short-term and long-term value. Finding the right balance between short-term and long-term risks and considerations is key to unlocking true value.
• Great decisions are timely. If you consider all of the elements listed above, then it’s simply a matter of addressing each one with a heightened sense of urgency.

Like many young leaders, early in my career, I thought a great decision was one that attracted widespread approval. When my colleagues smiled and nodded their collective heads, it reinforced (in my mind, at least) that I was an excellent decision maker.

• MM Martin G. Moore is the founder of Your CEO Mentor and author of No Bullsh!t Leadership and host of the No Bullsh!t Leadership podcast. His purpose is to improve the quality of leaders globally through practical, real world leadership content. For more information, please visit, www.martingmoore.com.

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Decision-Making

10 steps to making decisions you’ll never regret, balancing head and heart is key to making the “right” decision. here’s how..

Posted September 2, 2024 | Reviewed by Monica Vilhauer

• Each day we make hundreds of decisions that all shape our reality, identity, and story.
• Too often we are oblivious to the feelings, thoughts, emotions, and sensations that drive our actions.
• Mindful decision-making requires pausing and following these 10 steps.

Thinking back on the most pivotal moments in my life makes me realize how profoundly different the outcomes were when I paused to really consider the decisions in front of me. Hard won wisdom has reinforced that a gut instinct (which can be helpful, and ought to be factored into any decision-making process) is decisively not the same thing as wish fulfillment (which, if rashly followed, often leads to negative outcomes).

So often we go through life oblivious to the feelings, thoughts, emotions, and sensations that are driving our actions. Clearly, for big decisions, this oversight can have significant effects, but it is also true for seemingly small ones. During the day, we make hundreds of decisions—from when to get out of bed, to what to eat, how to organize our time or engage with others, and what behavior is right and wrong. The truth is that all these decisions shape our reality, identity , and story.

Making the best, most meaningful, constructive, and ethical decisions—because, yes, following your system of “right and wrong” matters—requires a mindful approach, one that will help you to distinguish between competing options and to balance reason and prudence with emotion , gut, and desire.

Steps for making more mindful decisions

Consider the following steps to help you make better, more mindful decisions—ones that you can feel good about and live with without regret.

• Make time and clear your mind. You can’t be rash when trying to “do right.” Slow down. Get grounded . Make sure you’re in your “ window of tolerance .” Find a productive environment in which to think—this doesn’t mean the often-heralded “neutral” space. Instead, attune your mind to something that inspires you or makes you feel comfortable yet alive. Then, take a deep breath and get to work.
• Identify the challenge before you. Know what you want to achieve. Make sure you have a clear understanding of what you are considering. Ask yourself, “Is ‘this’ the best, most accurate way of presenting the issue? What am I missing or overlooking?” Don’t assume the obvious way is the only way. Consider at least two alternatives, and then choose the one that pairs your gut and grounded reason.
• Determine goals , both short- and long-term. Ask yourself, “What do I need , want , and desire to get out of this decision?” (need is a survival must; “want” is a nice-to-have; and “desire” is what you long for, based in meaning and purpose). Then prioritize around which of these are most important. Challenge yourself to see the bigger picture. Look at the situation from 30,000 feet. Check in with yourself about what emotions, feelings, beliefs, etc. are driving your conclusions. Try not to get lost in the weeds of immediate gratification.
• Get smart. Know the relevant facts—not what you think is true; rather, what can be determined through reliable sources ( reliable being the operative word). Ask yourself if the people/group providing the information are credible. If a person says they heard, saw, or know something to be “true,” gauge their honesty, intention, and memory . If a source presents data, question how it was aggregated. Beware of belief perseverance , that is clinging to a belief despite discovering new information that soundly contradicts it. Be prepared to seek out more information and verify assumptions.
• Acknowledge your biases. We all have them. Consider what you’re vulnerable to that could influence or cloud your thinking. As you do, check in with yourself about what’s bubbling beneath the surface. Perhaps it’s an emotion, sensation, or thought, or an inclination, assumption, opinion, or trend (e.g., Tik-Tok). Bring them all to the foreground and get curious about what messages they’re sending. As you deliberate, keep an eye on any voices that get in the way.
• Take stock of your values . Sometimes the values we actually have look different from the ones we think we do. When considering your values, ask yourself, “What do I stand up for and stand against?” “What would I never do?” “What do I dream about doing?” “What would I hate myself for doing or not doing?” “What (or who) can’t I live without?” “What would I never sell or give away?” “What most stimulates my empathy and brings out my compassion?” “What am I outraged by?” “Who do I look up to and why?” “What are one or two values I want to pass on to my children or someone else in my life?” “What would be something worth making huge sacrifices for in order to preserve?” The point here is to get a real sense of what matters most to you—what takes priority and precedence in your life—so that you can then factor them into your decision.
• Explore options. Determine what you can do to address the issue at hand and accomplish your goals. Come up with at least three ideas. Any less and you’re not thinking hard enough. Having said this, don’t go off on flights of fancy. Keep the options realistic in both quantity and substance. Eliminate any that are wants and wish fulfillment gone amuck.
• Consider the consequences of each action. Look at each option next to your stated core values. Note which ones align with these values and which ones don’t. Eliminate all that violate them. Next, consider what you will gain and lose with each option, then consider the stakeholders—that is, who will be affected by these options and how they will be affected. Finally, determine what if any sacrifices will have to be made—either by your or someone else. Similarly, determine who, if anyone, will be hurt or diminished because of pursuing each option.
• Make your decision and commit to taking action. Choose the option that you deem is “right,” both in feeling and thought, and the one you believe you can live with going forward—even if that requires courage. If you are still struggling to determine the “right” decision, consider talking to a professional or to someone you trust—specifically, someone whose character and judgment you respect. Also, ask yourself, “How would I feel if this decision was made public?” or “How would I feel if I heard that someone else made the same decision?” Lastly, check the final decision against your gut—that is, the inner tug working for your highest good and happiness .
• Check in over time, if appropriate. Down the road, ask yourself, “Did the decision I made have the results I intended?” And “Did it cause any unintended or adverse consequences?” If so, consider reevaluating the situation and readjusting your strategy.

Making the “right” decision isn’t always easy; in fact, it's often quite hard, especially in the face of competing or conflicting options. Fear , apprehension, and pressure can weigh heavy upon us, in no small part because regret is one of the most difficult life experiences to process.

When making a meaningful life decision, ultimately, what is most important is to be honest with yourself at each stage of the process. It’s the healthiest way to strike the “right” balance between the head and the heart.

Michele DeMarco, Ph.D., Rev , is a professionally trained therapist, clinical ethicist, writer, and researcher, specializing in moral injury and resilience.

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