Many bad decisions can be remedied, however, the more people the decision impacts, the more difficult it will be to remedy the situation. When making a decision, determine how your choice will impact your life and as well as the lives of others, and respond accordingly.Problem Solving is the capacity and the ability to evaluate information and to accurately predict future outcomes. The ability to seek out logical solutions to complex problems. The ability to calmly and systematically solve problems without making things worse.
Every problem can be solved, you just have to learn how to solve it. There is a process to problem solving, but you also need skills, knowledge and information in order to be a good problem solver. Problem solving skills are the most important skills to have. They are the most widely used skills in every human’s life. The majority of our lives are spent solving problems. Most problems are easy to solve and take very little time, while other problems could take hours, days, weeks, months and even years to solve. But if you don’t start, you will never finish, and the problem will never go away. So if you don’t learn how to solve problems, then you will always have problems. Never underestimate the importance of learning. The benefits from learning are endless.
Important to solve a problem and make decision Don’t Afraid
The ability to solve problems and make decisions gives a person confidence. If you’re always struggling with what you should do and how and when you should do it, you’re languishing in a state of uncertainty.
Although it is important to solve a problem, it is far more important to avoid potential problems altogether, if at all possible. When you can make decisions to avert a situation right away, you can save yourself from going down a path of no return. That goal is achieved by having the ability to make concise decisions and avoid problems altogether. Developing that skill will save you tons of problems in your life.
Why is it important to solve a problem and make a decision?
If you’re faced with a problem and it’s impeding you and you feel uncomfortable because of it, then solving it means reducing the things that makes it a problem, which then makes the environment comfortable again.
If you like being uncomfortable, or the threshold of comfort hasn’t been crossed, you don’t really have to solve it, I suppose, and it’s “not that big” of a problem, but it can become one if left unattended and it gets worse.
Making a decision is a process of your brain where you try to incorporate all of the information you’ve acquired over the years and try to implement the best scenario option. So, technically, you’re not making decisions, you’re just following along the path best theorized based on your information. You just did science. Science is very important in solving problems because we’re able to recognize something as a problem using science.
Let’s begin with a quick experiment. You’ll soon find that we, as educators and researchers, have a fondness for experiments. We encourage you to try these simple exercises whenever they appear. You’ll learn more quickly the general principles we’re trying to convey. More important, you’ll learn about yourself and how you make decisions. Armed with that knowledge, you can better choose whether to replace your habitual approach to decision-making.
Imagine you have in front of you two coins. Both are biased: coin #1 has a 55 percent probability of turning up heads; coin #2, a 45 percent probability of yielding heads. The coin you select will be flipped only once. If the head appears, you get $10,000 tax-free. If the tail turns up, you get nothing.
Coin #1: 55% chance of heads Coin #2: 45% chance of heads
Playing the odds, you choose coin #1. It’s flipped… and lands tails up. You get no money. Curious to see what would have happened with the second coin, you flip it. It lands heads up.
“Always remember that those with very important paths to fulfill will always be forced by life into the fear of the very things that their true paths consist of, in order to prevent the destiny from ever happening. Or perhaps, in order to strengthen the courage of the heart, because courage is to look into a direction, make a choice and to actually do that which you are afraid of, and what is destiny if it is not fulfilled by a heart full of courage and brawn.
The four categories of decision making:
1] Making routine choices and judgments. When you go shopping in a supermarket or a department store, you typically pick from the products before you. Those items, perhaps a jug of milk or a jar of jam, are what they are. You have no ability to improve them. Control is low. Moreover, you make the choice that suits you best—it doesn’t matter what anyone else is buying. Performance is absolute. The same goes for most personal investment decisions. You may be able to decide which company’s shares to buy, but you can’t improve their performance after you buy them. You want high returns but aren’t trying to do better than others. The goal is to do well, not to finish first in a competition.
2] Influencing outcomes. Many decisions involve more than selecting among options we cannot improve or making judgments about things we cannot influence. In so much of life, we use our energy and talents to make things happen. Imagine that the task at hand is to determine how long we will need to complete a project. That’s a judgment we can control; indeed, it’s up to us to get the project done. Here, positive thinking matters. By believing we can do well, perhaps even holding a level of confidence that is by some definitions a bit excessive, we can often improve performance. Optimism isn’t useful in picking stocks whose performance we cannot change, but in the second field, where we have the ability to influence outcomes, it can be very important.
3] Placing competitive bets. The third category introduces a competitive dimension. Success is no longer a matter of absolute performance but depends on how well you do relative to others. The best decisions must anticipate the moves of rivals. That’s the essence of strategic thinking, which Princeton professor Avinash Dixit and Yale professor Barry Nalebuff define as “the art of outdoing an adversary, knowing that the adversary is trying to do the same to you.” Investments in stocks are typically first-field decisions, but if you’re taking part in a contest where the investor with the highest return takes the prize, you’re in the third field. Now you need to make decisions with an eye to what your rivals will do, anticipating their likely moves so that you can have the best chance of winning.
4] Making strategic decisions. In this fourth category of decision making, we can actively influence outcomes and success means doing better than rivals. Here we find the essence of strategic management. Business executives aren’t like shoppers picking a product or investors choosing a stock, simply making a choice that leads to one outcome or another. By the way they lead and communicate, and through their ability to inspire and encourage, executives can influence outcomes. That’s the definition of “management.” Moreover, they are in charge of organizations that compete vigorously with others; doing better than rivals is vital. That’s where strategy comes in.