Decisionmaking literature, which has emphasized the act of
solving problems, has long neglected the need to identify problems
as precisely as possible. This book examines the nature of problems
and decisionmaking and their impact on people who direct an
organization. It further focuses on how executives respond to take
action at the upper levels of their organizations.
The book stresses problem identification, which executives
frequently ignore because of their preoccupation with problem
solving. It looks at the need to avoid viewing solutions as
remedies achieved at predetermined milestones. It examines options
other than solutions, such as accommodation and coping, and it
looks at the executive environment associated with outcomes along a
spectrum ranging from perfection, to progress, to failure. The
author argues that executives should abandon the attempt to
predetermine objectives over time and adopt a Problem Exchange
Ratio (PER) concept. The executive then compares the status of
problems over time, creating a ratio. The PER approach considers
the problems that solutions themselves trigger. It then allows
executives to see where they stand and suggests ways of
ameliorating unwanted conditions. The author provides illustrative
cases and episodes from both the public and private sectors.
Combining theory and practical aspects of executive decisionmaking,
this book gives the reader a fuller understanding of the link
between decisions and problems.
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