Managerial problem-solving styles

Abstract

What does your ideal organization look like? How do you go about solving problems? Is there really only one way to solve problems? Can your problem-solving style interact with different situational factors to increase or decrease the probabili ty of effective decisions? If so, can you learn to modify your problem-solving style to fit certain basic situational requirements? This article will explore different managerial problem-solving styles. Either consciously or subconsciously, managers are able to exercise somewhat different styles to cope with different situational requirements and personal needs, although they often have a natural tendency to use one problem-solving style more than the others. Personality may have a strong influence on the use of particular problem-solving styles, but differences in individual styles should not be synonymous with differences in personality. We do not at tempt to discuss the numerous perspectives or conflicting positions existing within the field of personality theory. For our purposes, personality is defined as how a person affects others, how he understands and views himself, and his pattern of inner and outer measurable traits. Our major objectives are the following: to present and explain a model for differentiating problem-solving styles of managers; to develop an understanding of some contingencies under which certain problem-solving styles are likely to be more effective for managerial and organizational performance; to develop the ability to diagnose and recognize one's own and other's problem-solving styles; and to increase empathy and understanding of individual differences.