雅思阅读第008套P3-PROBLEM SOLVING AND DECISION MAKING

PROBLEM SOLVING AND DECISION MAKING

In the business world, much as in life in general, there are challenges that need to be faced, problems that need solutions and decisions that need to be made and acted upon. Over recent years, the psychology behind problem solving and decision making in a business context has been analysed and taught at a tertiary level.

Marie Scrive, senior lecturer at Carling University, argues that poor management skills can be identified in many arenas, but few are perhaps as illustrative as the ability to make accurate judgements about a course of action to overcome an obstacle. She argues that there is a tendency for decisions to be made quickly, leading to only short term solutions and a recurrence of the problem at a later date. Pressure from other managers, senior staff or even employees can cause those in middle management to make decisions based quickly, reacting at speed to a problem that would have been better solved by a calmer, more inclusive style of management, However, Martin Hewings, author of Strategic Thinking, believes that the root of the issue is not in the speed at which a response is required but in a flawed way of looking at the problem from the outset. His argument is that most repetitive problems are actually not permanently resolved because of a lack of focus as to the true nature of the problem. He advocates a system whereby the problem must be clearly defined before the appropriate course of action can be decided upon, and this is achieved by applying questions to the problem itself: why is this happening? When is this happening? With whom is this happening?

Garen Filke, Managing Director of a large paper supply company, has put Hewings’ steps to the test, and although he referred to the results as ‘potentially encouraging’, there remains the feeling that the focus on who is causing the problem, and this in itself is the main reason for any implemented solution to falter if not fail. With over 30 years of management experience, Filke holds that looking at the problem as an organic entity in itself, without reference to who may be at fault, or at least exacerbating the issue, is the only way to find a lasting solution. Finger-pointing and blaming leads to an uncomfortable work environment where problems grow, and ultimately have a detrimental effect on the productivity of the workplace.

Anne Wicks believes that our problem solving abilities are first run through five distinct filters, and that good managers are those that can negotiate these filters to arrive at an unbiased, logical and clear solution. Wicks has built the filters into a ladder through which all decisions have the potential to be coloured, the first step being programming – from the day we are born, there is an amount of conditioning that means we accept or reject certain points of view almost a reflex action. Programming will of course vary from person to person, but is often more marked when comparing nationalities. Our programming is the base of our character, but this is then built on by our beliefs, remembering that for someone to believe something does not necessarily mean it is true. So having built from programming to belief, Wicks argues that next on the ladder are our feelings – how we personally react to an issue will skew how we look at solving it. If you feel that someone involved is being unfair or unreasonable, then a solution could over-compensate for this, which of course would not be effective in the long run. This has the potential to impact on the next step – our attitudes. This involves not only those attitudes that are resistant to change, but also the daily modifications in how we feel – our mood. A combination of all these steps on the ladder culminate in our actions – what we choose to do or not do – and this is the step that most directly controls the success or failure of the decision making process.

For some, however, the more psycho-analytical approach to problem solving has little place in a business decision – a point of view held by John Tate, former CEO of Allied Enterprise and Shipping, who believes the secret behind a solid decision is more mechanical. Tate argues that a decision should be made after a consideration of all alternatives, and a hierarchical structure that then takes responsibility for the decision and, most importantly, follows that decision through to verify whether the problem has indeed been resolved. From his point of view, a flawed decision is not one that did not work, but one that was decided on by too many people leaving no single person with sufficient accountability to ensure its success.

SECTION 3: QUESTIONS 27-40

Questions 27-33

Match each statement with the correct person.

Write the correct answer A-D in boxes 27-33 on your answer sheet.

27 ______________ A successful solution can only be found when there is a clear corporate structure for decision making.

28 ______________ Decisions made without full consideration of the details are a potential by-product of pressure.

29 ______________ Decision making that does not look into motives for the issue is the primary reason for continued problems.

30 ______________ Poor decision making is the most easily identified form of weak managerial ability.

31 ______________ Seeking a staff member on whom responsibility can be placed can have negative effects.

32 ______________ Decision making abilities are at least partly formulated long before they have any business application.

33 ______________ Long term solutions can only be found by asking the right questions.

Questions 34-37

Complete the flowchart below.

Choose ONE WORD ONLY from the passage for each answer.

Write your answers in boxes 34 to 37 on your answer sheet.

Questions 38-40

Do the following statements agree with the views given in Reading Passage 3?

In boxes 38-40 on your answer sheet write

38 ________________ It is only in recent years that the mental processes behind decision making have been studied.

39 ________________ Garen Filke completely disagrees with the conclusion drawn by Martin Hewings.

40 ________________ John Tate believes that successful decision making is not related to psychology.

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