Lesson Outcomes
By the end of this lesson, you will be able to:
- Explain how to evaluate proposed solutions against established criteria.
- Identify constraints that may affect a solution.
- Assess the appropriateness, adequacy, effectiveness, and efficiency of a solution.
- Identify possible side effects and risks.
- Use Force-Field Analysis to evaluate a proposed solution.
- Identify common causes of poor decision-making.
Lesson Overview
After generating possible solutions and ranking them against established criteria, you need to determine whether the solutions are actually suitable.
Evaluation means looking beyond the initial score and asking whether a solution can realistically achieve the objective, whether constraints could prevent it from succeeding, and what unintended consequences it could create.
A solution may look attractive on paper but fail when you consider its practical circumstances.
Main Lesson Content
Evaluating a Proposed Solution
Start by asking:
What could influence the effectiveness of this solution?
Consider:
- What could go wrong?
- Are there factors outside your control?
- Could the objective change?
- Could an existing obstacle become more difficult?
- Could new obstacles arise?
- Could the action create a new opportunity?
These questions help you identify weaknesses before committing to a solution.
Step 1: Identify Constraints
A constraint is a factor that limits what a solution can achieve or how it can be implemented.
The Learner Guide identifies six types of constraints.
| Constraint | Example |
|---|---|
| Technical | Limited equipment or technology |
| Political | Legal restrictions or ordinances |
| Economic | Cost or capital restrictions |
| Social | Restrictions from organised groups or special interests |
| Human resources | Limited ability or skills of relevant people |
| Time | A deadline that prevents consideration of long-term options |
Example
A company wants to introduce automated production equipment.
The solution may appear highly effective, but:
- The factory may lack the required electrical infrastructure.
- The equipment may exceed the available budget.
- Operators may require training.
- Installation may take longer than the available shutdown period.
These constraints may affect the suitability of the solution.
Step 2: Determine Appropriateness
Ask:
Does this solution fit the circumstances?
A technically good solution may still be inappropriate for the organisation.
For example, a small organisation may benefit from an advanced enterprise system, but if it lacks the resources and skills to operate the system, the solution may not be appropriate.
Appropriateness therefore considers the context, not just the theoretical quality of the solution.
Step 3: Verify Adequacy
Ask:
Will this solution make enough of a difference to justify implementing it?
A solution may improve the situation slightly without addressing the problem sufficiently.
For example:
Problem: Customer complaints have increased significantly.
Proposed solution: Add one additional receptionist.
If the underlying problem affects the entire customer-service process, adding one receptionist may not make enough of a difference.
The question is not simply:
“Will it help?”
It is:
“Will it help enough?”
Step 4: Evaluate Effectiveness
Ask:
Will this option meet the objective?
Return to the objective established earlier in the problem-solving process.
A solution is effective if it can achieve the intended result.
For example:
Objective: Reduce customer waiting time from 30 minutes to less than 15 minutes.
A proposed solution that reduces waiting time to 25 minutes may provide some improvement, but it does not meet the stated objective.
Effectiveness therefore requires you to compare the expected result with the objective.
Step 5: Evaluate Efficiency
Ask:
What is the cost-benefit ratio of this option?
Efficiency considers what you must invest compared with what the solution is likely to achieve.
Consider:
- Money
- Time
- People
- Equipment
- Materials
- Management attention
Example
Solution A
- Cost: R100 000
- Expected benefit: significant improvement
Solution B
- Cost: R20 000
- Expected benefit: moderate improvement
Solution A may be more effective, but Solution B may provide better value relative to the resources required.
Step 6: Determine Side Effects
Ask:
What are the consequences of implementing this solution?
A solution can solve one problem while creating another.
For example:
A company reduces operating costs by reducing staff.
This may reduce costs but could also:
- Increase workloads.
- Reduce service quality.
- Increase employee dissatisfaction.
- Create longer customer waiting times.
The evaluation must therefore consider the ramifications of the solution, not only its intended benefit.
The Six Evaluation Questions
You can summarise the evaluation process as follows:
| Step | Question |
|---|---|
| 1. Constraints | What could limit this solution? |
| 2. Appropriateness | Does it fit the circumstances? |
| 3. Adequacy | Will it make enough difference? |
| 4. Effectiveness | Will it meet the objective? |
| 5. Efficiency | Is the cost-benefit acceptable? |
| 6. Side Effects | What other consequences could it create? |
Together, these questions provide a structured evaluation of each proposed solution.
Force-Field Analysis as an Evaluation Tool
You can also use Force-Field Analysis to evaluate possible solutions.
Force-Field Analysis gives you a whole view of the forces for and against a plan. It is essentially a structured way of weighing pros and cons.
For example:
Proposed Solution: Introduce a new electronic attendance system
| Forces For | Score | Forces Against | Score |
|---|---|---|---|
| More accurate records | 5 | Implementation cost | 4 |
| Faster reporting | 4 | Employee resistance | 3 |
| Reduced paperwork | 3 | Training required | 2 |
| Total | 12 | Total | 9 |
The analysis suggests stronger forces support the change.
However, the scores should support reasoned evaluation, not simply justify a decision you have already made.
Consider Future Changes
A solution that works today may face different conditions tomorrow.
Ask:
Could the objective change?
For example, management may increase the performance target before implementation.
Could an obstacle become more difficult?
An employee who currently supports the project may move to another department.
Could new obstacles arise?
A competitor may introduce a similar solution, or legislation may change.
Could the solution create a new opportunity?
A new database, for example, could potentially provide useful information for another business purpose.
Considering these possibilities allows you to modify a solution before implementation and improve its chances of success.
Common Reasons for Making Bad Decisions
Even when good alternatives exist, managers can still make poor decisions.
The source material identifies several common reasons:
- Not having enough alternatives.
- Not considering all the alternatives.
- Lack of time.
- Lack of information.
- Not being methodical.
- Inaccurately forecasting the effects of actions.
- Inaccurately forecasting external influences.
- Hazy objectives.
- Lack of knowledge about evaluation techniques.
- Uncritical acceptance of other people’s judgements.
- Poor work during an earlier stage of problem-solving.
- Uncritical acceptance of subjective needs and feelings.
- An impulsive response.
Notice that several of these problems occur before the final decision. Poor problem definition, inadequate investigation, and insufficient alternatives can all weaken the eventual decision.
Key Notes / Lesson Summary
- Evaluate solutions after generating and ranking them.
- Identify constraints that could prevent a solution from succeeding.
- Check whether the solution fits the circumstances.
- Determine whether it will make enough difference.
- Check whether it will achieve the objective.
- Compare its expected benefits with its costs and resources.
- Consider unintended consequences and side effects.
- Consider future changes and new obstacles.
- Use Force-Field Analysis to examine forces for and against a solution.
- Avoid common decision-making errors such as impulsive decisions, insufficient alternatives and lack of information.