Decision making and problem solving

Decision making is a process to gain collective support and team commitment for a solution. Decision making differs from problem solving. Problem solving is a process of analysing a problem and identifying a number of possible solutions (Burke & Barron, 2007: 71; Shockley-Zalabak, 1991: 303). Loosemore (in Emmitt & Gorse, 2003: 56) identifies two factors associated with problem solving, namely problems involving a redistribution of resources and problems that require change.

Decision making is complicated and the time allowed for decision making is a determining element. A decision based on incomplete knowledge or personal instinct is risky and may be inaccurate (Emmitt & Gorse, 2003: 67). There are three basic types of decision making:

Directive – the person with authority makes the decision, which means the project manager makes the decisions for all team members.

Participative – every member of the team contributes to the decision-making process.

Consultative – the combination of the above two, which means the project manager, makes the decision after consulting members of the team (Wysocki, 2007: 265).

Riley et al. (2008: 146) state that ethical and normative (Emmitt, 2010: 84) aspects may play a role during decision making and influence the outcome.

The consultative method may provide the best results for decision making by the construction project manager, because it enhances effective communication by the team and project manager as both parties participate in the conversation.

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Factors that may influence the communication process when making sensible decisions are:

Logic, reasoning and intellect. Logical and creative thinking processes are used in decisions to solve problems.

Emotions. Emotions are part of any human nature and may influence decision making; making a decision when angry is not well considered.

Personality. Some people are born with a gut feeling for the right decision at the right time (insight and intuition). Perfectionism may be a barrier when a quick decision has to be made.

Frame of reference. Refers to background, education, experience and culture, which may influence decision making. Decision makers need expertise, skills and knowledge to make sensible decisions (Erasmus-Kritzinger et al., 2000: 356-357).

These factors may influence the way the project manager makes decisions, for instance if the project manager is angry with a team member, a decision taken would probably not be well thought through.

During the execution of a project, there are situations where decisions have to be made. Communication and the availability of accurate information are central to the decision-making process. The emphasis is on using knowledge and information to generate creative ideas from which decisions may be made (Emmitt & Gorse, 2003: 21). Communication is essential for the success of a project and that effective decision making may determine the quality of the final project.

The project‟s success may be determined by the ability of the construction project manager and project team to make effective decisions. In practice the whole team is not directly involved in the project, only the key decision makers (Pryke & Smyth, 2006: 7). It is therefore essential that the project manager and the project team decide how decisions will be made (Burke & Barron, 2007: 72).

According to Kerzner (2009: 265) and Burke and Barron (2007: 73-74) different styles of making decisions exists, such as autocratic or directive, where the project

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manager essentially make decisions, and democratic or participative, where the project manager seeks input from the project team members before making a decision.

Barrett (2006a: 35) divides the autocratic and democratic styles into five decision styles:

Charismatic – the talkative style bases decisions on information not emotion. Thinkers – this style is typically intelligent, logical and tend to be risk averse and needs time to come to a conclusion.

Sceptics – this style is demanding, suspicious, need to trust to believe ideas and does not like being challenged.

Followers – this style is cautious, responsible, risk averse and makes decisions based on track records.

Controllers – this style is logical, unemotional, sensible, detail-orientated, analytical and focuses on facts and analytics of an argument.

The project manager has to consider a decision-making style to ensure that the appropriate persuasive communication approach is applied, and also has to apply different styles according to the circumstances when seeking a decision from the team.

Emmitt and Gorse (2003: 22) state that a democratic or participative decision by the project team and the construction project manager are on the tactical and operational level and may influence the quality of the final product and affect completion time and cost in a positive way. Consensus does not mean a unanimously agreed upon solution, it means that team members agree to take a decision but do not necessarily agree with the decision (Grant & Borcherds, 2008: 67).

Goleman (in Kellerman, 2012: 32) states: “research proved the superiority of group decision making over that of even the brightest individuals in the group”; in fact, Goleman said:“rather than leaders being aristocrats, they should now be democrats, true collaborators who work as team members righter than top-down leaders”.

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According to Emmitt and Gorse (2003: 22) and Kellerman (2012: 32) a democratic or participative decision-making style may enhance communication and assist the construction project manager as communicator.

PMBOK (2008: 420) suggests that a project manager uses a decision-making process in making decisions. The process is as follows:

Start with identifying the problem (Erasmus-Kritzinger et al., 2000: 359; PMBOK, 2008: 420).

Then formulate the problem in writing, logically and clearly, to indicate the exact cause and scope of the problem (Erasmus-Kritzinger et al., 2000: 360). Collect the ideas for action and develop an alternative solution, rate pros and cons, and select the best possible solution (Erasmus-Kritzinger et al., 2000: 360; PMBOK, 2008: 420).

The solution action planning involves key participants to gain acceptance and commitment (PMBOK, 2008: 420) by evaluation planning, alternative solutions (Erasmus-Kritzinger et al., 2000: 360; PMBOK, 2008: 420), deciding on the best solution and placing the possible choices in order of the likelihood of solving the problem (Erasmus-Kritzinger et al., 2000: 361).

This is followed by implementation of the solution (Erasmus-Kritzinger et al., 2000: 361) and evaluation of the implemented decision by how well the problem was solved or project goals were achieved (Erasmus-Kritzinger et al., 2000: 362; PMBOK, 2008: 420).

When faced with a problem, the process may help to make the best suitable decision during communication, by identifying and defining the problem.

During the process of decision making the project manager may use methods to reach a group decision (PMBOK, 2008: 108; Shockley-Zalabak, 1991: 309). These methods are:

The unanimity or consensus method – every member agrees on a single course of action.

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Plurality means the largest block in a group decides, even if a majority is not achieved.

Dictatorship – an individual makes the decision for the group.

Applying these methods during the process of decision making assists the construction project manager to come to a thoroughly considered decision.

It is important that the construction project manager, as communicator, has a process and method of decision making in place to assist with the execution of the project to prove to the stakeholders that the best option/result was chosen.

PMBOK (2008: 241) states that in the process of decision making it is the responsibility of the construction project manager to stimulate team creativity and thinking, develop team member qualities and manage the opportunities and risks of the project to the best advantages to achieve success. Elder (1994: 68) suggests that if a manager creates an environment of trust (see section 6.2.18) and support where members can talk and contribute without any fear of rejection, they become part of decision making.

Despite applying guidelines and methods, and following the correct processes, potential mistakes may compromise the decision‟s outcome. Project managers have to concentrate on pitfalls or mistakes, such as when goals and expectations are not sufficiently clear and specific, or too many alternatives exist that lead to confusion (Burke & Barron, 2007: 78).

Research done by Gorse and Emmitt (2007: 1209) states decision making as an essential component of a project manager‟s set of skills. Patel (2010: online) states that a project manager “has to exercise independent decision making and not be biased toward the employer”.

The most suitable method for decision making, with consideration of the influences and possible mistakes or pitfalls, is a democratic or participative decision-making style and in some situations a combination of decision-making styles. The project

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manager has to ensure that he/she possess the knowledge and skills to deal with communication in the decision-making process, to ensure trust and loyalty between team members and the project manager. The project manager guides the project team during communication to make it possible for the group to make a well- informed decision.