It is interesting to note that most of us have a particular process for solving the problems we encounter throughout our daily lives. That tendency, however, also changes depending on the context or situation in which we find ourselves at any moment. For example, most people will behave very differently in front of their parents than, say, around their coworkers or friends, even as adults.

The effects of such “situationality” is one of several topics covered by expert Cheryl Strauss Einhorn in her books on the critical decision-making process. As a result of her research, Einhorn has also developed five problem-solving profiles that help to describe the different ways a person may operate when faced with tough choices.

Adventurers

These problem-solvers make decisions quickly, often relying on their gut reaction. They do what feels right and they trust their instincts. This expedited approach can be great when decisions are needed immediately and when the leader has a lot of experience in the area and a track record of success.

However, the downfall to this profile is that it tends to ignore external voices which may be raising concerns or offering alternative solutions. At its worst, this person may outright disregard evidence that contradicts its gut feeling instead of taking it into account and adjusting their decision appropriately.

Detectives

These detail-oriented types want to see the data when solving problems. While metrics and figures can be really useful in making a well-informed decision, there are risks involved with being overly data-driven. Data can be unclear or misleading, it can lack context or proper analysis, and it can often lead to inaccurate or incorrect assumptions.

The other risk with this approach to problem-solving is that it can undervalue people. It is always better when stakeholders, all those affected by high level decision-making, are able to have a voice in the drafting of those changes or, at least, provide insight throughout the process.

Listeners

These relationship-oriented individuals rely on a diplomatic approach to problem-solving. While they may be either passive in their communication style or extremely extroverted and charismatic, they are always very good at hearing and collecting input from others.

There are advantages and risks associated with being the “social butterfly” of the office though. While striving to meet the needs of everyone else or maintain peace between multiple factions, the listener may forget to listen to their own internal voice regarding important decisions. They may also develop a reputation for being a pushover or unable to make decisions on their own, which could call into question their effectiveness as a leader.

Thinkers

While the adventurers are moving at break-neck speeds, these problem-solvers are moving at a snail’s pace. They believe that every problem has an ideal, perfect solution, and they can figure it out if provided with enough time. This profile excels at using a methodical and deliberate decision-making process as they like to consider all options and choices before proceeding.

While admirable, this can paralyze the decision-making process and delay meaningful action indefinitely. When up against deadlines or addressing urgent matters this can be very problematic. Slow and steady does not always win the race.

Visionaries

These individuals see the big picture and thrive on innovation. They are creative and enjoy finding unique solutions to problems. They often see avenues others cannot. While stagnation is a real threat within any organization, sometimes processes that are working effectively can simply be left alone.

As the old adage goes, “if it ain’t broke, don’t fix it”.

The other risk this profile encounters is that it may overlook more conventional solutions to a problem in favor of something more radical or risky because of an inherent desire to innovate or redefine things on a more grandiose scale.

Conclusion

How we solve problems and make decisions is unique to each of us. Life experience, training, personality, mentorship, personal beliefs, cultural upbringing, and societal influences can all shape how we understand and approach challenges.

The five problem-solving profiles described by Cheryl Einhorn provide a basic outline to understand, discuss, and evaluate how our own decision-making varies from one context to another. It also allows us to question what is working effectively and where there may be room for improvement.

If you would like to discover your own problem-solving profile or learn how to become a more dynamic decision-maker, please visit app.areamethod.com.