Problem-solving and decision making are both important tasks in a start-up. How you are able to solve problems and make strategic decisions lies in the ability of your team.
Here are the two pointers to why it is important.
To have a successful organisation it isn’t about being in a position to bring all the ‘best members’ or having the knowledge and skill to expertly apply the latest and proven strategies. It is about one thing – solving problems.
The talented team players will not just focus on results but the process of learning. They look at the problem as an opportunity to achieve success. The poor team problem-solving, take problem solving cause ongoing stress. They easily get frustrated and bring up guilt tripping when issues aren’t solved.
To address the most challenging problems can be innovative in creating new business model, it will improve your skills, patience, determination and develop your understanding of your industry.
Problem solving can also explore the ways in which team players can negotiate, brain storm, and reconcile their differences through communication and working in a team. To work with people who are from different backgrounds not only it can be challenging but also be frustrating as each member has a different culture, understanding and perspective on how a project can be made. Hence, problem solving helps humility, introspectiveness and how the group can deal with overwhelming challenges.
Decision making isn’t about creating the wise choices but also making effective decisions that will justify the idea, objective and mission of an organisation. Decision making isn’t about results but the process of learning how to control your emotions when you have different opinions among your peers, it helps you think through logically and rationally, it helps the group understand what is the real objective and when it should be done and it also helps you practice how to illuminate the important versus the unnecessary tasks. You will learn to discard everything that’s taking you away from the organisation’s goals.
It also builds a filter system because every decision shouldn’t just benefit for one team member but for everything one is accountable for. You will raise questions such as, does it impact my belief and morals? Is this decision will benefit the group for long-term? Does it have growth plans? Every decision must be filtered because without it, an organisation will only analyse decisions one-sided and the leader will just dictate what he or she considers to be the best for the team. With a filter system, the team players can make right moves – they can object if the goals aren’t right, if the work of another team member isn’t aligned with the rest, or if it takes longer and if the decision is just being dragged.
An effective organisation can make decisions when they gather all the necessary people in the room and seek their valued input, perspectives, or insight. The team leader should listen with an intent to understand not with an intent to reply or interfere. An effective organisation will also select team members not because it’s convenient but because they believe each team member will bring value in the organisation, they provide tremendously skilled in their area of expertise and can innovate ideas.