Solution-Oriented Decisions Models
What are the most valuable concepts in solution-oriented decision making?
Solution-oriented decision making focuses on the need for leadership to promote innovative thinking at every level of an organization. Leaders do not tell others what to do, rather they learn about potential solutions from subordinates as well as colleagues. They lead through their enthusiasm about finding solutions not through procedural authority. The words "because I say so" are foreign to solution-oriented leadership. Once leaders find what they believe to be the solution, they implement it by creating a total organizational level effort. Leaders must be indiscriminate in soliciting ideas, yet extremely discriminate in implementing those ideas, given the hard work involved in creating effective solutions over the long-term.
The solution is always the focus, not the job title of the person who gave the suggestion. The approach to problem-solving is democratic in the extreme: the organization is viewed as an "idea factory" rather than a hierarchy (Ramsey 2005, p.4). When individuals come up with truly innovative solutions, they are rewarded for their efforts. This encourages people to speak their minds, rather than to simply go with the procedural flow. Solution-oriented decision making can be very positive experience for people committed to their jobs, who wish to exhibit excellence and be treated as valued members of a team, and who want to get ahead by distinguishing themselves -- there is no room for people who merely want to punch a clock and work 9-5 at a solution-oriented organization.
A culture of creativity at a solution-oriented workplace creates a safe place for all employees to take risks and to float ideas that may potentially fail -- every successful idea requires brainstorming many failures. A solution-oriented workplace is also 'can do' in its attitude: there is no problem that is too difficult that it cannot be solved, provided enough people work at it for long enough, through mental effort, planning, and implementation.
Works Cited
Ramsey, Robert. (2005). Lead, follow, or get out of the way. Corwin Press.
