Some applications of problem-solving versus decision-making to management

Two contrasting views of decision theory and of problem solving are presented. One view is that the decision-maker is a problem solver with available alternatives from which to choose. The other view is that decision-making processes and those in problem solving differ in kind. In the latter view, decision making is the selection of an alternative; problem solving, the invention of an alternative different in meaningful ways from any previously existing. The distinctions between the two points of view are elaborated mainly in the context of conflict resolution. Illustrations are presented of applications of problem solving to potential conflict between a lecturer and an already hostile group; to conflict between departments in an organization; to confict between individuals and to internal incapacitating conflict of an individual. Additional illustrations are given of management problems not involving conflict. These offer choices between alternatives as well as the opportunity to resolve the choice through problem solving. The latter yielded solutions different from and superior to either existing alternative.