Organizational Development for Knowledge Management at Water ...

Problem-solving is one of the most important processes in the organization. Taking inputs from
the creative process as needed, the problem-solving process provides the links between ideas,
problems, and decisions. The output of the problem-solving team or community is a solution set
of alternatives that provide ways to achieve a desired situation or problem solution. There is no
one process for solving problems, and rarely is there a single solution. When people,
organizations, and complex relationships exist, it is often impossible to identify causes. Before a
team can solve a problem, it must first agree on exactly what the problem is, and why it is a
problem. Since for the most complex problems there is rarely enough right information or time to
provide a definitive, clean solution, finding solutions to complex problems becomes a creative
act. Collaborative problem solving is an approach for solving relevant, day-to-day problems as
well as creating and sharing knowledge about best practices. Other tools for problem-solving
include dialogue, The World Café, force field analysis, the causal loop diagram, and Sleep On It.
Decision-making refers to the selection of one or more alternatives generated by the problemsolving
process. Some key points to note concerning decisions are:
1. No decision is a decision.
2. All complex decisions involve values and judgments.
3. No one can predict the future.
4. Every decision is a guess about the future.
5. The quality of a decision cannot be measured by its outcome.
There are many ways to make decisions and just as many processes. But no matter what
process is used, there are some questions that should be considered before starting to make a
decision. First, who should make the decision? Then, if it is determined that a team should
make the decision, how will the outcome be measured? What is the type and degree of team
interaction needed during team decision-making discussions? Will the decision require creative
thinking or analysis and logic? Do all team members need to be present? Should outside
experts participate in the process? Is facilitation needed? Finally, what is the sequence of
thinking that the team will go through to arrive at a decision? Team decision-making is
addressed further in the MQI monogram A Model for Team Learning and Success.
As the environment becomes more complex, decision-makers at the point of action (residing
at all levels throughout the organization) must increasingly rely on their intuition and judgment.
See the MQI paper on thinking about systems and complexity. The ladder of inference is an
approach for checking the assumptions related to the decision-making process. The
importance of knowledge sharing in decision-making is demonstrated in Case Example #21.
See also a NASA case study on Web-Based Collaborative Decision Support.
Implementation is the act of taking good decisions and turning them into actions and changes
that solve problems, satisfy customers, take advantage of new opportunities, and enhance the
image and value of the Utility. Implementation is the most situation-dependent of the major
processes. The details of the actions required to achieve the desired results cannot be
generalized. However, there are a few points to remember. When individuals who have
responsibility for implementation are aligned with the decision, implementation becomes much
more effective. Ultimately, implementation is built on relationships and an understanding of the
objectives and the environment. Efficiency and clarity of communication, coupled with openness
and a sincere concern to share understanding and get participation, will help ensure success.
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