Problem Solving (Part 8): Decide, Communicate, Implement, Monitor

You’ve done the work.

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You:

• Gathered information

• Identified the real problem

• Developed criteria

• Generated options

• Analyzed them

• Compared them

Now comes the part that separates thinkers from leaders:

Make and implement the decision.

Because disciplined analysis without action is just theory.

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Step 1: Identify the Preferred Solution

After comparison, leaders determine the optimum solution.

Not the easiest.
Not the loudest.
Not the most popular.

The best fit based on:

• Screening criteria

• Benchmarks

• Weighted evaluation criteria

• Alignment with mission

Clarity at this stage builds confidence in the decision.

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Step 2: Coordinate Before You Present

If someone else owns final approval, leaders prepare to present their recommendation.

But before presenting:

Coordinate with those affected.

In civilian life, this might mean:

• Talking to department heads

• Checking with HR or finance

• Aligning with assistant coaches

• Informing school administration

• Consulting stakeholders

Uncoordinated recommendations create friction.

Strong leaders prevent surprises.

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Step 3: Present Clearly and Persuasively

A great solution can fail if it is poorly communicated.

Doctrine makes an important point:

Problem solving requires both a solution and the ability to communicate it.

Whether verbal or written, leaders must:

• State the problem clearly

• Explain the criteria used

• Summarize the analysis

• Justify the recommendation

• Articulate expected outcomes

In business, this may be a decision brief.
In schools, a staff presentation.
In coaching, a team meeting.

Communication skill can be as important as analytical skill.

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Step 4: Refine Based on Guidance

Once the decisionmaker provides final guidance, leaders refine the solution.

This may include:

• Adjusting timelines

• Modifying scope

• Clarifying expectations

• Updating responsibilities

Strong leaders treat feedback as refinement—not rejection.

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Step 5: Issue Clear Implementation Instructions

Execution requires clarity.

Formal settings may require:

• Policy letters

• Written directives

• Memorandums

In civilian settings, this might mean:

• A written implementation plan

• A clear email outlining steps

• A rollout meeting

• Assigned responsibilities and deadlines

Ambiguity kills good solutions.

Specificity drives success.

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Step 6: Monitor Implementation

Problem solving does not end at decision.

Leaders:

• Monitor progress

• Compare outcomes to benchmarks

• Measure against the desired end state

• 

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  Identify unintended consequences

If adjustments are necessary, they make them.

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Build Feedback Into the Plan

Every implementation plan must include:

• Timely feedback

• Periodic review

• Flexibility to adjust

Without feedback, leaders cannot:

• Confirm success

• Detect failure

• Improve execution

The goal is not blind execution.
The goal is adaptive execution.

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Avoid Creating New Problems

One of the final cautions in doctrine:

Leaders must avoid creating new problems through uncoordinated implementation.

In business, that may mean:

• Rolling out a policy without informing affected departments

• Changing compensation structures without consultation

In schools:

• Adjusting schedules without considering transportation

In coaching:

• Changing strategy without aligning assistant coaches

Good implementation is synchronized implementation.

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Why This Step Matters Most

Many leaders enjoy analysis.

Fewer enjoy accountability.

But leadership requires both.

Decision and implementation:

• Demonstrate ownership

• Build credibility

• Establish momentum

• Reinforce trust

The discipline of the earlier steps protects this final one.

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Final Thought

Problem solving does not end when the “best” solution is identified.

It ends when:

• The decision is made

• The plan is communicated

• The solution is implemented

• The results are measured

• Adjustments are made

Leadership is not just thinking well.

It is executing well.

And that is where trust is earned.

Teach it. Coach it. Lead.

JVD 

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding making and implementing decisions within the Army problem-solving process.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

Problem Solving (Part 7): Compare to Decide — Finding the Optimum Solution

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In Part 6, we talked about analyzing each solution independently.

Now we move to the step most people think they’re doing from the beginning:

Comparison.

This is where you place viable solutions side-by-side and determine which one is optimum—not just acceptable.

The distinction matters.

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Analysis vs. Comparison

Analysis answers:

“Does this solution meet the standard?”

Comparison answers:

“Which solution best solves the problem?”

If you compare before analyzing, you risk bias.
If you analyze without comparing, you risk indecision.

Both are necessary—but in the right order.

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What Comparison Actually Means

During comparison, leaders:

• Evaluate each solution against the others

• Use previously defined evaluation criteria

• Identify relative strengths

• Identify relative weaknesses

• Determine the best overall fit

The objective is not perfection.

The objective is optimization.

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Use a Decision Matrix

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The most common comparison tool is a decision matrix.

A decision matrix:

• Lists evaluation criteria

• Assigns weights (if appropriate)

• Scores each solution

• Produces a structured comparison

It removes personality from the process.

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Simple Civilian Example

Problem: Improve student engagement.

Evaluation Criteria:

• Cost

• Time to implement

• Impact on engagement

• Sustainability

Solutions:

• Adjust schedule

• Implement project-based learning

• Increase technology integration

Each solution is scored against each criterion.

If impact is weighted more heavily than cost, that weight influences the final result.

Suddenly, the decision becomes transparent.

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Coaching Example

Problem: Defensive performance decline.

Criteria:

• Player fit

• Implementation speed

• Risk exposure

• Long-term growth

You score:

• Scheme change

• Personnel rotation

• Conditioning emphasis

The matrix reveals which option best balances effectiveness and sustainability.

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Business Example

Problem: Market share decline.

Criteria:

• Revenue growth potential

• Cost

• Risk

• Brand alignment

• Speed to market

Options:

• New product launch

• Pricing strategy change

• Market repositioning

The decision matrix forces clarity.

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Why This Step Builds Credibility

Comparison:

• Shows transparency

• Reduces favoritism

• Protects leaders from accusations of bias

• Strengthens stakeholder trust

• Documents the decision process

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When challenged, leaders can point to the framework.

Not emotion. Not preference. Not pressure.

Structure.

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What “Optimum” Really Means

The optimum solution:

• Meets screening criteria

• Achieves benchmarks

• Scores highest against weighted evaluation criteria

• Aligns with mission and values

• Balances short-term and long-term impact

It may not be perfect.

But it is the best fit given available information and constraints.

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Avoid These Pitfalls

During comparison:

• Do not introduce new criteria

• Do not shift weights to favor a preferred option

• Do not ignore the matrix because you “have a feeling”

• Do not rush because of external pressure

Discipline builds trust.

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Why Leaders Struggle Here

Because comparison requires commitment.

Once you determine the optimum solution, you must be prepared to:

• Recommend it

• Defend it

• Implement it

Comparison forces ownership.

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Final Thought

Good leaders generate options.
Great leaders compare them objectively.

Put the solutions side-by-side.
Use your criteria.
Apply your weights.
Make the choice that best achieves the mission.

In Part 8, we’ll cover making and implementing the decision—because analysis without action is just academic.

Leadership moves forward.

Teach it. Coach it. Lead.

JVD

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding comparing possible solutions and the use of decision matrices.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.

Problem Solving (Part 6): Analyze Before You Compare

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This is where discipline separates strong leaders from reactive ones.

You’ve:

• Identified the problem

• Developed criteria

• Generated multiple solutions

Now comes the step most people rush:

Analyze possible solutions.

And here’s the key principle from FM 6-0:

Analyze first. Compare later.

If you mix those two steps, you undermine the integrity of your decision.

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What Analysis Actually Means

Analysis is not preference.
Analysis is not voting.
Analysis is not debate.

Analysis means examining each possible solution independently to determine:

• Its strengths

• Its weaknesses

• Whether it meets minimum requirements

• Whether it reaches the desired end state

Each solution stands alone during analysis.

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Start with Screening Criteria

The first filter is your screening criteria.

Ask:

• Is it suitable?

• Is it feasible?

• Is it acceptable?

• Is it distinguishable?

• Is it complete?

If a solution fails even one critical screening criterion, it is removed from consideration.

No emotional attachment. No defending weak ideas.

This protects your process.

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Use Benchmarks to Judge Quality

After screening, leaders judge solutions against benchmarks.

Benchmarks define what “good” looks like.

If the raw data meets or exceeds the benchmark, the solution achieves the desired state.

If it doesn’t, it doesn’t.

It’s that simple.

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Civilian Examples

In Education:

Criterion: Student engagement increase
Benchmark: 10% improvement in participation

If the solution predicts only a 2% improvement, it may fail to meet the benchmark.

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In Coaching:

Criterion: Defensive improvement
Benchmark: Reduce opponent yards by 20%

If analysis shows only marginal improvement, that solution may not achieve the desired end state.

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In Business:

Criterion: Revenue growth
Benchmark: 8% quarterly growth

If projections show 3%, it may not meet the standard.

Benchmarks force objectivity.

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Quantitative vs. Predictive Analysis

Some solutions involve measurable data.

You can:

• Compute

• Estimate

• Measure

• Project

Other solutions require forecasting.

In those cases, leaders use:

• War-gaming

• Modeling

• Simulations

• Scenario planning

Translated for civilian life:

• “If we implement this schedule change, what happens next?”

• “If we adjust pricing, how might competitors respond?”

• “If we change practice intensity, how does that affect injury risk?”

You visualize second- and third-order effects.

Strong leaders think beyond first-order outcomes.

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Do Not Compare Yet

This is critical.

During analysis:

Do not compare solutions to each other.

Why?

Because comparison introduces bias.

You’ll start saying:

• “Well, this one is better than that one…”

• “At least it’s not as bad as…”

That temptation leads to shortcuts.

Instead, evaluate each solution on its own merits against your standards.

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Do Not Introduce New Criteria

Another common leadership failure:

Changing the rules mid-process.

If a new criterion suddenly appears during analysis, it compromises integrity.

Criteria were developed earlier for a reason.

If they change, restart the process properly.

Strong leaders protect the structure.

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What If No Solution Meets the Benchmark?

It happens.

If every solution fails to meet standards, leaders:

• Acknowledge it

• Inform the decisionmaker

• Generate better options

Lowering the benchmark to justify a weak solution is poor leadership.

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Why This Step Matters

Analysis:

• Removes emotion

• Reduces favoritism

• Increases transparency

• Builds trust

• Protects credibility

• Prevents impulsive decisions

It slows leaders down just enough to avoid regret.

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Final Thought

Most bad decisions don’t come from bad intentions.

They come from skipping disciplined analysis.

Examine each solution.
Apply your standards.
Use your benchmarks.
Identify strengths and weaknesses clearly.

Then—and only then—move to comparison.

In Part 7, we’ll look at comparing solutions and making the final decision.

Because leadership isn’t about guessing right.

It’s about thinking right.

Teach it. Coach it. Lead.

JVD

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Sources & Credits

Concepts in this article are derived from FM 6-0, Commander and Staff Organization and Operations, Chapter 4, regarding analyzing possible solutions and the disciplined application of screening criteria and benchmarks.

This post was drafted with the assistance of AI (ChatGPT) and edited by Mr. VanDusen.