At the end of the last post, I said that I would be introducing Solution-Building in the first of a series of posts discussing this process as an alternative to standard compromise for making decisions and solving problems. In this post I will start by giving some background about Solution-Building and discuss the basic philosophy of this approach to decision-making and problem-solving.
In the last post I ended with a brief discussion of issues that can arise when working with others we do not like or even actively dislike. This time we will start with how we can get along with, and work with, these people.
Starting with this entry, I will be describing Solution-Building much more directly. The last several posts have provided some of the background thinking that led to the formulation of a series of guidelines, or rules, for using Solution-Building as a framework for better decision-making and problem-solving.
A short sidestep: a look at current issues in decision-making and how Solution-Building™ can play an important role, continued.
In my last post, I made the point that in times of chaos, uncertainty, and crisis, the need for careful, calm, rational, informed, and clear decisions becomes acute. If those responsible for making those decisions, as well as others who then must see that they are carried out, fail to do that, the result may well be disaster. For a business, that could mean anything from poor performance to bankruptcy. For a society, the result could be social upheaval, a change in government, or even something worse.
A short sidestep: a look at current issues in decision-making and how Solution-Building™ can play an important role, continued.
Let’s look at decisions made in the current Covid-19 pandemic and how Solution-Building could have been applied.