SVCE TIRUPATI

S V COLLEGE OF ENGINEERING

II B.TECH-II SEM

SOFT SKILLS (EG20ASO401)

UNIT-III PROBLEM SOLVING & DECISION MAKING
Problem Solving
Tackling unexpected problems requires a lot of creativity. After all, employers want to hire creative
thinkers not because of their creativity as such, but because they can use it to solve problems in an
innovative way.

Features of Problem Solving:

There are three important features of Problem solving:

1. Understanding the Problem:

The most important part of solving any problem is understanding it. Ask yourself or guide
others to ask themselves the following questions:
1. What am I looking for?
2. What is the unknown?
3. Do I understand every word and concept in the problem?
4. Am I familiar with the units in which measurements are given?
5. Is there information that seems missing?
6. Is there information that seems superfluous?
7. Is the source of information bonafide? (Think about those instances when a friend gives
you a puzzle to solve and you suspect there’s something wrong with the way the puzzle
is posed.)

2. Strategizing: Now that we think we understand the problem, we choose a strategy or a

set of strategies to try to solve the problem. Ten general strategies are:
1. Logical reasoning
2. Pattern recognition
3. Working backwards
4. Adopting a different point of view
5. Considering extreme cases

1|Page

BTECH- SEM II-II

SVCE TIRUPATI

6. Solving a simpler analogous problem

7. Organizing data
8. Making a visual representation 9. Accounting for all possibilities
10. Intelligent guessing and testing

3. Implementing: We now implement our strategy or set of strategies. As we progress, we

check our reasoning and computations (if any). Many novice problem-solvers make the
mistake of “doing something” before understanding (or at least thinking they understand) the
problem. For instance, if you ask them “What are you looking for?”, they might not be able to
answer. Certainly, it is possible to have an incorrect understanding of the problem, but that is
different from not even realizing that we have to understand the problem before we attempt
to solve it!

Managing Conflict

Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly,
and efficiently. It is the process of dealing with (perceived) incompatibilities or disagreements
arising from, for example, diverging opinions, objectives, and needs.
Conflict management is the process of limiting the negative aspects of a conflict while increasing
the positive aspects of a conflict. The aim of conflict management is to enhance learning and
group outcomes, including effectiveness of performance in an organisational setting.

Conflict Resolution
Conflict Resolution is one of the most essential Soft Skills that can be developed in the workplace.
Conflict, opinions, and change are unavoidable. We may find conflict arise within departments,
co-worker relationships, and perhaps even with customers.

Conflict in the workplace is inevitable, as we can’t expect everyone to always agree. However,
conflict isn’t always negative. When handled in a respectful and productive way, conflict can
provide truly positive outcomes. When the Soft Skills needed for successful Conflict Resolution are
developed and reinforced, it allows for:
• Increased self-awareness around future conflict.
• A collaborative approach to resolving conflict.
• The promotion of a productive workplace that encourages respectful relationships.

Conflict Resolution in the Workplace

Conflict Resolution is a method used to facilitate the resolution of a disagreement. Essentially,
team members work together to try and resolve the disagreement by communicating conflicting
opinions or strategies and engaging in collective compromise.

Conflict Resolution requires a range of Soft Skills because there are multiple dimensions that must
be addressed. There is:
• Cognitive Resolution is the way disputants understand and view the conflict, with beliefs,
perspectives, understandings, and attitudes.
• Emotional Resolution is in the way disputants feel about a conflict, the emotional energy.
• Behavioural Resolution is reflective of how the disputants act, reflected in their behaviour.

2|Page

BTECH- SEM II-II

SVCE TIRUPATI

So, in order to have successful Conflict Resolution, Soft Skills, such as empathy, communication,
team-working, and problem-solving must be used. Because there are various aspects of Conflict
Resolution there is ultimately a wide range of methods for resolving conflict. For example, there
is negotiation, mediation, arbitration, and creative peace building.

How does problem solving involve decision making?

Decision-making is part of the problem-solving process. A business may have multiple problems
that all demand time and resource. A key role in management and leadership positions is deciding
which problem to treat as a priority.

Decision making in 3 steps:

• Use problem solving to identify potential solutions – this may involve decision making, such
as deciding to hold meetings with stakeholders or assigning team members to tackle
particular areas of the problem
• Determine which solution is the best fit for the problem at hand
• Make a decision on next steps to action the chosen solution.

Effective decision making in teams:- How to make good decisions as a team?

Every decision is different, and there’s no one formula for a perfect discussion. But in nearly
every situation, following these steps will help you settle on a way forward.

Define the problem, not the solution.

How you frame an issue will affect how others think of ideas to address it. Be clear about the
challenge and open-ended about the possible solutions. There is a strong influence on group
decisions because people tend to want to agree with each other. To stop brainstorming from
becoming groupthink, encourage group members to be open and honest, and to disagree with
each other respectfully. Team leaders should model this behaviour by asking probing questions of
everyone, like “Tell me why you think that?” and “Can you share evidence to support that belief
or hypothesis?

Create realistic deadlines

Often, it’s not your team’s decision that leads to failure, but the problems that arise when you try
to act on it. Nothing zaps motivation like realizing your team has vastly underestimated the time
and resources necessary to tackle a project.

Many teams fall prey to the “inside view,” and make an idealized plan that fails to account for
unanticipated but inevitable delays. Creating timelines is necessary for moving decisions forward,
but if they’re too optimistic, groups will become discouraged when things begin to drag.

Make sure you’re setting achievable goals to avoid this scenario. Base your estimates on the
duration of similar projects rather than on guesswork. If you can’t find comparisons, your team
should make atleast two estimates: the best-case scenario, and the worst, where you list
everything that could go wrong. Expect the reality to land somewhere in the middle.

3|Page

BTECH- SEM II-II

SVCE TIRUPATI

Every stakeholder should also be clear on what they need to do to meet these deadlines. Make
sure one person is responsible for documenting tasks and action items and sharing them with
the rest of the team.

Don’t sweat the small decisions

Not every decision requires this kind of in-depth consideration. Organizations or companies
disproportionately spend time on minor decisions, instead of focusing on significant ones. Figuring
out which decisions to deliberate over as a group versus which ones to make quickly will free up
important time and resources.

Tools for group decision-making

Using a framework or model for decision-making can help your team reach an informed,
actionable decision while avoiding some common obstacles.

Overcome biases and assumptions

The ladder of inference tool encourages all members to question their beliefs and reasoning, and
roots out flawed reasoning or incomplete data. It’s useful for teams that want to explore multiple
possibilities and solutions to a problem while keeping conversations productive and on track.

Have inclusive discussions

The nominal group technique fosters equal participation and critical thinking by requiring each
member of the team to write down an idea or proposed solution. Then all ideas are presented to
the group, discussed, and ranked by vote. This can be helpful when there are unequal power
dynamics in the group, for example, when one member speaks more than others, or when junior
employees might be hesitant to speak up.

Types of Decision-Making Styles

Throughout your career, you'll be responsible for making decisions in the workplace. Whether
your choices impact your team or the entire company, how you analyse information and consider
the opinions of others shapes how you make decisions.

Following are the four main styles of decision-making in the workplace with examples so you can
understand what style (or styles) you use.

Why are decisions making styles important?

Whether you are leading a team, a corporation or evaluating your own tasks, it's important to
understand how you make decisions because knowing how you and your co-workers make a
decision can lead to a more productive and cooperative work environment. Practicing good
decision-making can improve your leadership qualities. Getting to know the four decision-making
styles will help you understand your own process and the way others make choices in the
workplace. When you identify your own decisive style, you can learn how to manage the outcomes
of a situation when you need to provide a solution.

4|Page

BTECH- SEM II-II

SVCE TIRUPATI

Four decision-making styles (with examples)

Each decision-making style is characterized by either a task or social focus and a high or low
tolerance for ambiguity. Styles with a high tolerance for ambiguity can work with unknown
variables as they come to a conclusion. Those with a low tolerance for ambiguity want as much
clarity as possible in all the circumstances and information that lead to their decisions.

Decision-making styles also vary in a social or task-driven focus. Social-driven decisions consider
the behaviour of others involved in the outcome. Those who are task-driven make decisions based
on how to best achieve a goal.

Here are the four decision-making styles with examples of how they might be used in the
workplace:

Directive

The directive decision-making style uses quick, decisive thinking to come to a solution. A directive
decision-maker has a low tolerance for unclear or ambiguous ideas. They are focused on the task
and will use their own knowledge and judgment to come to a conclusion with selective input from
other individuals.

Directive decision-makers excel at verbal communication. They are rational and logical in their
decision making. When the team or organization needs a fast decision, a directive-style
decisionmaker can effectively make a choice. Their style is valuable for making short-term
decisions.

Example: Company stockholders have voted to expand their 401(k) option to all current
employees and new employees after they complete a 90-day trial period. The CEO must now
decide if the company will provide matching funds for employees who give to their 401(k) fund.
She thinks about how this might help to attract top talent for their team.

The CEO looks at the budget projections she has just prepared and thinks about how funds that
are allocated for another project could be used to match employee contributions. She decides
that employees who contribute to their funds will be matched 4% by the company.

Analytical

Analytical decision-makers carefully analyse data to come up with a solution. They are careful and
adaptable thinkers. They will invest time to glean information to form a conclusion. These
decision-makers are task-oriented, but have a high tolerance for ambiguity.

Analytical decision-makers take time to compile data and evidence before they come to a
conclusion. When they do make a decision, they have looked at all the details and formed what
they believe is the best possible solution.

Example: The marketing team of a sports broadcasting company is tasked to identify how they
can reach a wider audience with their current ad campaign. The marketing manager asks each
team leader to submit a report from their portion of the campaign including the numbers of each
audience demographic. They read each report then meet with the team leads. After the meeting,

5|Page

BTECH- SEM II-II

SVCE TIRUPATI

the marketing manager decides to purchase more add space on social media websites for the next
30 days.

Conceptual

Those who make decisions with a conceptual style are big picture thinkers who are willing to take
risks. They evaluate different options and possibilities with a high tolerance to ambiguity. They are
social-oriented and take time to consider big ideas and creative solutions.

Conceptual decision-makers look forward to what could happen if the decision is made. Their
conclusions come from visualizing different opportunities and outcomes for the future. They are
strong in making long-term decisions.

Example: Joe's start up retail company is performing well during their first year. He thinks about
how the company can open stores nationwide in the next five years. When a new shopping
development begins construction in a nearby big city, he decides to open a new store branch at
the site. Although it is a risk to open this new store, Joe is confident his team will be successful,
and this will help launch their brand nationally.

Behavioural

A behavioural style of decision-making focuses on relationships more than the task. It evaluates
the feelings of others as part of their decision-making process. Behaviour decision-makers have a
low tolerance for ambiguity and a social focus as they evaluate solutions.

These decision-makers rely on information from others to guide what they choose. They are
persuasive communicators who value decisions based on a team consensus. Their decisions are
often based on how the choice will impact relationships.

Example: As HR manager, Kate has been asked to decide which week employees should get as a
bonus paid vacation days before the end of the year. She sends out an email survey to see how
employees feel about three possible dates. After she reads the survey responses, she asks her Co-
workers for input over a lunch break. Later in the afternoon, she walks through the office chatting
with several more employees.

When she decides which week the majority of co-workers want, she talks to several employees
who will not get the choice they hoped for, making sure they're feeling alright about the decision.
At the end of the day, she notifies the management and the employees which week will be a bonus
paid vacation time.

6|Page

BTECH- SEM II-II