Okay, we have defined what decision making is. Now it's time to step into the process and look at each step in more detail. We are starting with the first phase, what we call the problem solving phase or the problem space in the process. The objectives of these sessions are several. First of all, we want to make sure that we understand the importance of having the problem well defined before we jump to solutions. Next, we want to learn some ways about framing the problem in a way that supports the team in the process going forward.

And finally, we want to see how we can start the decision making process itself. We need to define some important aspects around the problem in our attitude to it. The first important question question we need to ask ourselves is who owns the problem? Who is impacted by the problem? I love solving problems. Whenever I hear about the problem, I jump on it, and I start thinking about the solution.

I get many of you experienced the same thing that's very human and very natural. But is it really worth it to invest into solving the problem? This is the question we have to answer for ourselves first, who has the problem? Is it my problem? In this case, obviously, I need to solve it. I might decide to engage other people as well to help me like in our example, the CTO decides to involve the team in to engage them into solving the problem that the board has, because he is also engaged into that problem.

So the problem becomes his, and then it becomes the problem of the team itself. If we are not related to the problem, and we are just an external observer, we are probably not empowered to solve it really, to take a decision about a good solution. So the best thing we can do is offer our listening support, and our coaching support to the person or team that actually has the problem. In this case, we might act as a facilitator to the decision making process. In the last scenario, we might not even be able to identify who owns the problem. Maybe there is a problem, but it's not so significant that it makes sense to invest into solving it.

In this case, I tried to call my inner voice In just let it go. Another they mentioned that we need to take into account when understanding the problem is that which level it occurs, then the solution needs to be found in the relevant level. For example, if you have a specific problem at a task level, let's say a product requirement that needs specific knowledge in the team, we have to find the solution at the task level itself. We can either assign the task to a different team, or maybe bring an expert to help the team with that specific task. It's very different when the problem occurs on an organizational process level. For example, the whole project needs to be executed in a completely new technology.

And the whole team is unaware of that technology, then we might need to do organizational changes in the team Maybe bring other people to the team or send a team to a training. This is separate solution a different solution, and it is taken on an organizational or process level. Finally, if we have a relationship problem, such as a conflict in the team, we have to find solution at the relationship level as well. We might decide to remove the immediate reason for the conflict, reassign the task to another person in the team. But this will not solve the underlying conflict in a sustainable way. We have to address it on a relationship level.

Finally, it's also your attitude towards the problem that might predefine how successful the entire process will be. Here is a challenge to you next time when you're faced with a problem. Ask yourself, how do I approach the problem? In my evicting? Do I think that I have absolutely no control on the situation, and nothing can be done? Do I refuse to accept that there is a problem acting like a blind show?

Or On the contrary, do I take full ownership and don't allow anybody else to step in and engage? All these behaviors are easy to spot in many organizations. We often see teams acting in what psychologists call learned helplessness. They deliberately avoid taking responsibility for the situation, complaining about it but not taking a proactive stance to address. The most helpful attitude to proactively deal with the problem is the attitude of a constructive realist. We recognize we have a problem And we are ready to work for solving it.

Acknowledging this might be tough, but taking it as an opportunity for growth in collaborative environments, having this attitude is even more important, as this might affect the motivation of the entire team. Coming to the right attitude is a question of awareness. in difficult situations, we might start off as a victim. But when we realize this, we can put effort into switching to another perspective. If you are a team coach, into you're faced with a team of victims, you might need to work individually with people to help them become aware and move forward. Do you recognize yourself in one of these metaphors?

I wish you a lot of constructive realism today. See you in the next lecture.