Decision-making and problem-solving. Everyone who works there will affirm that these activities are a part of their day. But how many of us have received problem-solving training? Although we are aware of how important it is to our work, do we know how to do it well? When faced with a problem, people frequently take three actions: they become frightened or uneasy and wish it would go away; they feel as though they must come up with a solution, and that solution must be correct; and they search for someone to blame. When a problem arises, it becomes a problem. And that’s a concern because issues will undoubtedly constantly arise! We typically perceive problems as such for two reasons: first, they must be resolved; second, we are unsure of how to do so; and third, we anticipate disagreements on the appropriate course of action. We are generally “conflict-averse” in society. When there is a disagreement, we often feel uncomfortable handling it and anticipate negative outcomes. Making us and our organisation more “conflict-friendly” and “conflict-competent” is the aim of an effective problem-solving process. Remembering that difficulties and disagreements are opportunities to enhance the system and the relationships is crucial because they occur frequently.
