Identifying Alternative Solution

The second step of the decision making process involves the preparation of a detailed listing of alternative courses of action that could be used to solve the problem at hand. To be most meaningful, only viable and realistic alternatives should be included in the listing. For example, consider the manager who has the problem of determining how additional deliveries are to be met due to a large, temporary increase in sales. It would be meaningless to consider the alternative of purchasing a new truck if it would not be utilized after sales returned to normal. Obviously, the potential benefits and consequences of each alternative must be considered.

There are also time and cost constraints that will restrict the number of reasonable alternatives to be selected. Since these constrains are finite, the search for alternatives must eventually terminate. Time constraints can be exemplified by the student who did not include all available persons in a list of possible partners for a school dance. By the time such a list could have been completed, the date of the dance would surely have passed.

Psychological barriers may also restrict the number of alternatives that will be developed by a given manager. This is illustrated by the store manager who felt that a particular brand of cosmetics could not be handled because of certain unethical practices of the manufacturer. 

Finally, various laws and regulations, as well as corporate objectives and policies, act as additional constraints on the number of alternatives applicable to any given problem. If, for example, the manufacturer of welding equipment holds down cost increases by introducing new technology, then in increase in prices would not be a viable alternative under present policy guidelines.

Creativity and the search for alternatives Good managers are innovators who depend heavily on ingenuity and on the ability to think creatively. Innovation is referred to here as an idea, practice, or object perceived as new by the decision maker. New ideas and ways of doing things often have to take precedence over more traditional alternatives that have proven successful in the past, and solutions to some problems may have to go beyond alternatives that are readily identifiable. A situation that illustrates this point is that a relatively young man who went into the apple-growing and packing business. The man knew almost nothing about growing apples, but he was willing to learn. Solution to some of the problems he encountered were considered radical. In fact, many apple growers in the area felt that it would be just a matter of time before this "youngster" with his new ideas would learn a lesson and be out of business. Yet, due to a creative and innovative spirit, the operation prospered and grew to one of the largest in the state.

One point cited by many writers on creativity and innovation is that these skills can be developed. Individual company programs, such as those at General Electric and Minnesota Mining and Manufacturing, operate on this premise. Thus, all present and potential managers should delve into the mental and procedural aspects of creativity. This is especially true for supervisors and middle-management personnel since creativity is often one of the most important elements in promotion and advancement at these levels within an organization.

Without question, the application of creative ideas to managerial operations is often difficult. There seem to be three reasons for this difficulty:

1. The formal organization with its multiple levels of administrative authority may act as a barrier.
2. The desire for security on the part of some managers may hinder the approval and implementation of new ideas.
3. When it appears that an organization is operating successfully, managers may not be willing to rock the boat.

While the first of these reasons refers to structural barriers, the other two roadblocks are caused by resistance to change. As might be expected, this resistance is greatest when new ideas are not understood by those managers who will be affected by a change in operations.

Brainstorming alternatives One creative technique used in identifying alternative courses of action is referred to as brainstorming. There are many examples depicting successful applications of brainstorming, such as the development of the GL-70 slogan for Gleem toothpaste. Basically, the approach seeks to elicit ideas by pooling the efforts of several people who either meet as a cohesive group or work on a problem by themselves.

In group participation, criticisms and an analysis of suggestions are postponed so as neither to stifle nor to restrict creative thinking. Without such interruptions, participants are encouraged to come up with new ideas by building on previous comments or suggestions. Possibly the key to the success of group brainstorming may be the length of the work period. With an extended period, a greater number of ideas tend to be produced. Finally, before utilizing brainstorming, the technique should be researched thoroughly. Potential problems exist and should be understood by those who may wish to apply the technique.