How to develop alternative perspectives for decision making

A range of creative policy or management alternatives designed to address the objectives is developed. Alternatives should reflect substantially different approaches to the problem or different priorities across objectives, and should present decision makers with real options and choices.

Good solutions are not possible without good alternatives. Yet we often move to a single solution, without truly exploring distinct and creative alternatives. Technical teams take on the task of delivering “recommendations” to decision makers. But often these recommendations encompass value judgments that are better made by decision makers. Usually, what decision makers need is good information about a small, carefully thought out set of alternatives – their consequences, key differences (trade-offs) in their consequences, and the response of key stakeholders with respect to these trade-offs. Generating good alternatives is a source of important insights both from a technical perspective and a values perspective.

Most often, an alternative is not a single action, but a set of actions – a ‘portfolio’ , “strategy”, or ‘package’ of individual elements that together provide a comprehensive approach to the decision situation.

In this section we explore:

  • The characteristics of good alternatives
  • Generating alternatives from objectives and criteria
  • Screening
  • Developing strategies or portfolios
  • Refining

Characteristics of good alternatives

Developing good alternatives is an iterative task. Initially, the task is to generate a range of creative alternatives. These alternatives are carefully evaluated technically, in terms of their estimated consequences. They are also evaluated deliberatively, in terms of their relative desirability. New alternatives are generated, joint gains are found and the key trade-offs and uncertainties are highlighted. By the time alternatives are presented to decision makers, they should be:

How to develop alternative perspectives for decision making

In general, the decision making process helps managers and other business professionals solve problems by examining alternative choices and deciding on the best route to take. Using a step-by-step approach is an efficient way to make thoughtful, informed decisions that have a positive impact on your organization’s short- and long-term goals.

The business decision making process is commonly divided into seven steps. Managers may utilize many of these steps without realizing it, but gaining a clearer understanding of best practices can improve the effectiveness of your decisions.

Steps of the Decision Making Process

The following are the seven key steps of the decision making process.

  • Identify the decision. The first step in making the right decision is recognizing the problem or opportunity and deciding to address it. Determine why this decision will make a difference to your customers or fellow employees.
  • Gather information. Next, it’s time to gather information so that you can make a decision based on facts and data. This requires making a value judgment, determining what information is relevant to the decision at hand, along with how you can get it. Ask yourself what you need to know in order to make the right decision, then actively seek out anyone who needs to be involved.

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“Managers seek out a range of information to clarify their options once they have identified an issue that requires a decision. Managers may seek to determine potential causes of a problem, the people and processes involved in the issue and any constraints placed on the decision-making process,” Chron Small Business says.

  • Identify alternatives. Once you have a clear understanding of the issue, it’s time to identify the various solutions at your disposal. It’s likely that you have many different options when it comes to making your decision, so it is important to come up with a range of options. This helps you determine which course of action is the best way to achieve your objective.
  • Weigh the evidence. In this step, you’ll need to “evaluate for feasibility, acceptability and desirability” to know which alternative is best, according to management experts Phil Higson and Anthony Sturgess. Managers need to be able to weigh pros and cons, then select the option that has the highest chances of success. It may be helpful to seek out a trusted second opinion to gain a new perspective on the issue at hand.
  • Choose among alternatives. When it’s time to make your decision, be sure that you understand the risks involved with your chosen route. You may also choose a combination of alternatives now that you fully grasp all relevant information and potential risks.
  • Take action. Next, you’ll need to create a plan for implementation. This involves identifying what resources are required and gaining support from employees and stakeholders. Getting others onboard with your decision is a key component of executing your plan effectively, so be prepared to address any questions or concerns that may arise.
  • Review your decision. An often-overlooked but important step in the decision making process is evaluating your decision for effectiveness. Ask yourself what you did well and what can be improved next time.

“Even the most experienced business owners can learn from their mistakes … be ready to adapt your plan as necessary, or to switch to another potential solution,” Chron Small Business explains. If you find your decision didn’t work out the way you planned, you may want to revisit some of the previous steps to identify a better choice.

Common Challenges of Decision Making

Although following the steps outlined above will help you make more effective decisions, there are some pitfalls to look out for. Here are common challenges you may face, along with best practices to help you avoid them.

  • Having too much or not enough information. Gathering relevant information is key when approaching the decision making process, but it’s important to identify how much background information is truly required. “An overload of information can leave you confused and misguided, and prevents you from following your intuition,” according to Corporate Wellness Magazine.

In addition, relying on one single source of information can lead to bias and misinformation, which can have disastrous effects down the line.

  • Misidentifying the problem. In many cases, the issues surrounding your decision will be obvious. However, there will be times when the decision is complex and you aren’t sure where the main issue lies. Conduct thorough research and speak with internal experts who experience the problem firsthand in order to mitigate this. It will save you time and resources in the long run, Corporate Wellness Magazine says.
  • Overconfidence in the outcome. Even if you follow the steps of the decision making process, there is still a chance that the outcome won’t be exactly what you had in mind. That’s why it’s so important to identify a valid option that is plausible and achievable. Being overconfident in an unlikely outcome can lead to adverse results.

Decision making is a vital skill in the business workplace, particularly for managers and those in leadership positions. Following a logical procedure like the one outlined here, along with being aware of common challenges, can help ensure both thoughtful decision making and positive results.

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It is possible to involve employees in decision making. Photo from Shutterstock.

As a business owner, you have to make a lot of decisions. Even though you are the head honcho and have the most knowledge about the workings of your business, you might lack knowledge in some areas. Or, your business might be getting stale from a lack of fresh ideas.

Involving staff in decision making can make your business stronger. Your employees can supply you with new ideas that you would have never thought of.

Why You Should Have Employee Involvement In Decision Making

Involving employees in decision making can be beneficial for your business and employees.

When you let employees help with decisions, it shows that you trust them. Even if you only let employees give input to assist you in making the final decision, you still show that you value their opinions.

Asking employees for their opinions can give you different perspectives to make better decisions. While you have an overarching idea of your business, your employees are in the day-to-day trenches. Employees often work more closely with customers, so they know what buyers need and request. Employees can also come up with revenue-generating and cost-saving ideas.

Letting employees make decisions frees you up for work in other areas. For example, if employees have a say over how displays are set up, you might have more time for your accounting tasks checklist.

Involving Staff In Decision Making

You can’t simply hope employees will give you their opinions. You must actively seek their advice.

Below are three ways you can let employees help you make decisions.

Suggestion Box

Gathering good ideas is the first step to making good decisions. Create a system for employees to give you their suggestions. This might be a physical suggestion box. Or, you might have a digital alternative, such as a designated email or online form.

If you do have a suggestion box, make sure you regularly check it. Don’t let it go unopened for long periods of time. Create a routine of checking it. This helps you make timely decisions.

When employees give you suggestions, respond to them. Tell them how you will use their ideas. If the idea isn’t right at the time, make a note of it. Tell the employee that you appreciate their idea and explain why you aren’t using it. Be careful about rejecting all employee ideas. If employees notice that you never act on their ideas, they may quit submitting them.

Employee Surveys

Regularly survey employees to get their feedback. You might use a paper or electronic survey. The surveys can help you learn their opinions, ideas, and level of satisfaction.

When determining how to do a performance review, make sure you include a short employee survey. After you give employees feedback, ask them to give you feedback. Their responses can help you make decisions that will help your business and their positions improve.

Once you receive the feedback, use the results to take steps to improve your business. Look for common complaints and ideas. You can pull employees who had ideas or felt strongly about something and ask them for more details. Find out what changes they would make to improve your business.

Leadership Teams

You might set up leadership teams, or committees, at your business. The people on these teams don’t have to be managers. The teams can comprise any employees.

The leadership teams might have a general focus on your business. Or, you can create specific teams. For example, you might have a team that focuses on marketing decisions and another team that focuses on developing your products or services.

The teams should regularly meet to generate ideas and make decisions. Or, you might set up a communication channel for ongoing conversation. Committee members should feel free to give input about upcoming decisions.

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People often say that they find it hard to make decisions.

Unfortunately we all have to make decisions all the time, ranging from trivial issues like what to have for lunch, right up to life-changing decisions like where and what to study, and who to marry.

Some people put off making decisions by endlessly searching for more information or getting other people to offer their recommendations.

Others resort to decision-making by taking a vote, sticking a pin in a list or tossing a coin.

This page provides some ideas that are designed to help those who struggle to make decisions large or small.

What is Decision Making?

In its simplest sense, decision-making is the act of choosing between two or more courses of action.

In the wider process of problem-solving, decision-making involves choosing between possible solutions to a problem. Decisions can be made through either an intuitive or reasoned process, or a combination of the two.


Intuition is using your ‘gut feeling’ about possible courses of action.

Although people talk about it as if it was a magical ‘sense’, intuition is actually a combination of past experience and your personal values. It is worth taking your intuition into account, because it reflects your learning about life. It is, however, not always based on reality, only your perceptions, many of which may have started in childhood and may not be very mature as a result.

It is therefore worth examining your gut feeling closely, especially if you have a very strong feeling against a particular course of action, to see if you can work out why, and whether the feeling is justified.


Reasoning is using the facts and figures in front of you to make decisions.

Reasoning has its roots in the here-and-now, and in facts. It can, however, ignore emotional aspects to the decision, and in particular, issues from the past that may affect the way that the decision is implemented.

Intuition is a perfectly acceptable means of making a decision, although it is generally more appropriate when the decision is of a simple nature or needs to be made quickly.

More complicated decisions tend to require a more formal, structured approach, usually involving both intuition and reasoning. It is important to be wary of impulsive reactions to a situation.

Applying Both Reason and Intuition

One way to do this is to apply the two aspects in turn. It’s useful to start with reason, and gather facts and figures. Once you have an obvious ‘decision’, it’s the turn of intuition. How do you feel about the ‘answer’? Does it feel right?

If not, have another look, and see if you can work out why not. If you’re not emotionally committed to the decision you’ve made, you won’t implement it well or effectively.

Effective Decision-Making

Decisions need to be capable of being implemented, whether on a personal or organisational level. You do, therefore, need to be committed to the decision personally, and be able to persuade others of its merits.

An effective decision-making process, therefore, needs to ensure that you are able to do so.

What Can Prevent Effective Decision-Making?

There are a number of problems that can prevent effective decision-making. These include:

1. Not Enough Information

If you do not have enough information, it can feel like you are making a decision without any basis.

Take some time to gather the necessary data to inform your decision, even if the timescale is very tight. If necessary, prioritise your information-gathering by identifying which information will be most important to you.

2. Too Much Information

The opposite problem, but one that is seen surprisingly often: having so much conflicting information that it is impossible to see ‘the wood for the trees’.

This is sometimes called analysis paralysis, and is also used as a tactic to delay organisational decision-making, with those involved demanding ever more information before they can decide.

This problem can often be resolved by getting everyone together to decide what information is really important and why, and by setting a clear timescale for decision-making, including an information-gathering stage.

3. Too Many People

Making decisions by committee is difficult. Everyone has their own views, and their own values. And while it’s important to know what these views are, and why and how they are important, it may be essential for one person to take responsibility for making a decision. Sometimes, any decision is better than none.

4. Vested Interests

Decision-making processes often founder under the weight of vested interests. These vested interests are often not overtly expressed, but may be a crucial blockage. Because they are not overtly expressed, it is hard to identify them clearly, and therefore address them, but it can sometimes be possible to do so by exploring them with someone outside the process, but in a similar position.

It can also help to explore the rational/intuitive aspects with all stakeholders, usually with an external facilitator to support the process.

5. Emotional Attachments

People are often very attached to the status quo. Decisions tend to involve the prospect of change, which many people find difficult.

For more about overcoming this, see our pages on Change Management, but also remember that ‘deciding not to decide’ is also a decision.

6. No Emotional Attachment

Sometimes it’s difficult to make a decision because you just don’t care one way or the other. In this case, a structured decision-making process can often help by identifying some very real pros and cons of particular actions, that perhaps you hadn’t thought about before.

Many of these issues can be overcome by using a structured decision-making process. This will help to:

  • Reduce more complicated decisions down to simpler steps;
  • See how any decisions are arrived at; and
  • Plan decision making to meet deadlines.

Many different techniques of decision making have been developed, ranging from simple rules of thumb, to extremely complex procedures. The method used depends on the nature of the decision to be made and how complex it is.

Our page on The Decision-Making Process sets out one possible framework that you may find helpful.

How to develop alternative perspectives for decision making

Decisions can be notoriously difficult when you’re an entrepreneur or you’re in a leadership position of a bigger company. Because you’re invested in making the best possible decision for your business or for your employer, you must use a line of objective reasoning and eliminate any emotional or biased influences that might alter or compromise that decision.

Of course, that’s easier said than done. How can you objectively decide whether or not to fire someone you’ve worked with closely for more than a decade? How can you objectively decide to go with one style of website design over another? How can you objectively decide between two options that aren’t directly comparable?

There’s a limit to our objectivity as human beings, but with practice and with solid strategies in place, you can make the most objective decision possible. Try using one or more of these strategies when making your next major decision:

1. Acknowledge and Compensate for Your Biases. Our decisions stop being objective when our emotions and biases begin to interfere with our evaluations. In order to reduce this impact, think critically about your own mentality and what factors could contribute to a subjective decision. How much and how well do you know the other people involved with the decision? What past experiences could lead you to a biased view on the different options available to you? What assumptions have you made? Consider these carefully when determining which direction you’re leaning toward–if you find yourself leaning toward or away from an option because of these biases, restructure your thinking.

2. Use Pro and Con Lists. Pro and con lists are an old standby, but they’re still a worthwhile pursuit. Take each option in your decision and make two lists for each; on one side, you’ll have all the benefits of an option and on the other, you’ll have all the downsides. Try to give your list a sense of scale; for instance, a $10,000 upside should be more of a considering factor than a 1 minute increase in travel time for a downside. This can help you think through all the positives and negatives of all your options, and help you visualize the generally best candidate.

3. Imagine Counseling a Friend. It’s easy to get lost in your own head when considering all the possible factors that could affect the outcome of your decision. Imaging your own advice if you were counseling a friend on making the decision can help you understand what an outsider’s perspective might be. Because you’re in the middle of a situation, your views are distorted, but on the outside, you might see things differently. Imagine your friend telling you the problem using only the most important information, and think about what you might say in return.

4. Strip Down Your Deciding Factors. This strategy is useful when your decision is particularly difficult. Instead of trying to think of everything that could possibly be accounted for when making the decision, try to limit what you have to interpret. Strip down the deciding factors to a minimal number; for example, if you’re deciding between two new jobs, you could pare the decision down to salary, work culture, and potential for growth. Eliminate any factor that isn’t one of your primary considerations, and look at what remains. It’s far easier to make an objective decision based on three pieces of information than it is based on a hundred. The only hard part is determining which factors are most important.

5. Experiment By Reversing Your Line of Thinking. During the decision making process, you’re going to make assumptions–it’s both natural and unpreventable. But that doesn’t mean you can’t tinker with those assumptions in order to get a fuller, more objective view of the situation. For example, you might assume that your company is going to continue growing in revenue, but what if your sales decrease over the next two years? How would your decision play out?

6. Create a Scoring System. This is a way to reduce your decision down to a game of numbers. Assign positive or negative points to each quality associated with each of your decisions, and keep a total score running for each one. For example, the fact that a new potential marketing strategy is inexpensive might be worth 3 points, but the fact that it’s a moderate risk might be worth negative 2 points, leaving it with 1 point remaining. Once you’ve taken everything into consideration, one decision will be objectively worth more than the other. You’ll still be affected by your subjective opinions, but they’ll only be manifesting on a factor-by-factor basis, thereby reducing their impact.

7. Make a Decision and Live With It. Ultimately, no matter how much you pore over a decision or think about all the possible consequences, a decision will have to be made. There’s no avoiding it. Don’t delay making a decision just because you can’t come down easily on one side or the other–instead, make a decision and hold firm to that decision. You can deal with any consequences of that decision as they arise later. In most cases, making a bad decision is still a lot better than making no decision at all.

It’s impossible to make any truly objective decision–we are all subtly influenced by our emotions, our personalities, and our past experienced, no matter how hard we try to isolate the objective details. Still, using these strategies to make your decisions more objective is a worthwhile endeavor. Even if your decision doesn’t pan out the way you intended, you can at least rest assured that you made the best possible decision under the circumstances.

Carly Snyder, MD is a reproductive and perinatal psychiatrist who combines traditional psychiatry with integrative medicine-based treatments.

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You have to make decisions both large and small throughout every single day of your life. What do you want to have for breakfast? What time should you meet a friend for dinner? What college should you go to? How many children do you want to have?


When faced with some decisions, you might be tempted to just flip a coin and let chance determine your fate. In most cases, we follow a certain strategy or series of strategies in order to arrive at a decision.

For many of the relatively minor decisions that we make each and every day, flipping a coin wouldn't be such a terrible approach. For some of the complex and important decisions, we are more likely to invest a lot of time, research, effort, and mental energy into coming to the right conclusion.

So how exactly does this process work? The following are some of the major decision-making strategies that you might use.

The Single-Feature Model

This approach involves hinging your decision solely on a single feature. For example, imagine that you are buying soap. Faced with a wide variety of options at your local superstore, you decide to base your decision on price and buy the cheapest type of soap available. In this case, you ignored other variables (such as scent, brand, reputation, and effectiveness) and focused on just a single feature.

The single-feature approach can be effective in situations where the decision is relatively simple and you are pressed for time. However, it is generally not the best strategy when dealing with more complex decisions.

The Additive Feature Model

This method involves taking into account all the important features of the possible choices and then systematically evaluating each option. This approach tends to be a better method when making more complex decisions.

For example, imagine that you are interested in buying a new camera. You create a list of important features that you want the camera to have, then you rate each possible option on a scale of -5 to +5.

Cameras that have important advantages might get a +5 rating for that factor, while those that have major drawbacks might get a -5 rating for that factor. Once you have looked at each option, you can then tally up the results to determine which option has the highest rating.

The additive feature model can be a great way to determine the best option for a variety of choices. As you can imagine, however, it can be quite time-consuming and is probably not the best decision-making strategy to use if you are pressed for time.

The Elimination by Aspects Model

The elimination by aspects model was first proposed by psychologist Amos Tversky in 1972. In this approach, you evaluate each option one characteristic at a time beginning with whatever feature you believe is the most important. When an item fails to meet the criteria you have established, you cross the item off your list of options. Your list of possible choices gets smaller and smaller as you cross items off the list until you eventually arrive at just one alternative.

Decision Making

The previous three processes are often used in cases where decisions are pretty straightforward, but what happens when there is a certain amount of risk, ambiguity, or uncertainty involved? For example, imagine that you are running late for your psychology class.

Should you drive above the speed limit in order to get there on time, but risk getting a speeding ticket? Or should you drive the speed limit, risk being late, and possibly get docked points for missing a scheduled pop quiz? In this case, you have to weigh the possibility that you might be late for your appointment against the probability that you will get a speeding ticket.

When making a decision in such a situation, people tend to employ two different decision-making strategies: the availability heuristic and the representativeness heuristic. Remember, a heuristic is a rule-of-thumb mental short-cut that allows people to make decisions and judgments quickly.

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The Availability Heuristic

When we are trying to determine how likely something is, we often base such estimates on how easily we can remember similar events happening in the past. For example, if you are trying to determine if you should drive over the speed limit and risk getting a ticket, you might think of how many times you have seen people getting pulled over by a police officer on a particular stretch of highway.

If you cannot immediately think of any examples, you might decide to go ahead and take a chance, since the availability heuristic has led to you judge that few people get pulled over for speeding on your particular route. If you can think of numerous examples of people getting pulled over, you might decide to just play it safe and drive the suggested speed limit.

The Representativeness Heuristic

This mental shortcut involves comparing our current situation to our prototype of a particular event or behavior. For example, when trying to determine whether you should speed to get to your class on time, you might compare yourself to your image a person who is most likely to get a speeding ticket.

If your prototype is that of a careless teen that drives a hot-rod car and you are a young businesswoman who drives a sedan, you might estimate that the probability of getting a speeding ticket is quite low.

A Word From Verywell

The decision-making process can be both simple (such as randomly picking out of our available options) or complex (such as systematically rating different aspects of the existing choices). The strategy we use depends on various factors, including how much time we have to make the decision, the overall complexity of the decision, and the amount of ambiguity that is involved.

In a business environment, the most successful teams are the ones that have learned to work through problems and make decisions together. But as a team leader, facilitating successful team decision making is no small feat. This is especially true in a work environment where personal agendas and office politics can cloud people’s judgment and lead to petty arguments.

It is, however, common knowledge that an effective team will outperform individual efforts any day. The right combination of skills and different perspectives can lead to something much more impactful than what any one person could have come up with.

So how can team leaders facilitate successful team decision making? Well, that’s what we’re here to teach you.

It should be noted, though, that the dynamics of each team will be unique. So, while there is no one-size-fits-all solution, finding the right one for your business can greatly improve your team’s chances for success.

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The Advantages of Team Decision Making

Team decision making can be formal or informal, depending on the environment and the goal the group is working toward. Many people worry that team decision making will be a slow, arduous process that will result in a lot of arguing. And while this certainly does happen, there are also many advantages to team decision making.

One of the biggest advantages of team decision making is that the collective wisdom of the group can be much more profound than what any individual could have come up with. Every person on the team will have different strengths and backgrounds that shape their perspective.

This means that everyone on the team can contribute different high-quality solutions to the problem they are trying to solve. For that reason, teams are especially helpful in dealing with urgent tasks that require a short deadline or very complex problems.

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When more people are involved in the decision-making process, the decisions tend to be better because a greater level of ideas and expertise were brought to the surface. And the team members are usually more committed to implementing the solution because they understand the thought and effort that went into it.

5 Steps to Facilitating Successful Team Decision

When you think about team decision making, you most likely have mixed reactions. As we already established, bringing together a group of people with diverse backgrounds and perspectives can be a powerful source of change. By working through the problem together the solution will often be more thoughtful and innovative than what any one person could have come up with.

On the other hand, the team leader is given the enormous responsibility of bringing together a variety of schedules, personalities, and priorities in hopes of finding some sort of middle ground. This scenario can just as easily lead to a lot of frustration and arguing. Finding the right process for successful team decision making is crucial. Here’s a couple of things, however, that can help facilitate team decision making:

Break down the problem

Unless your team knows what, exactly, the problem is, you’ll end up wasting a lot of time. Everyone needs to know what the underlying problem is, otherwise, it’ll lead to Arguing & Chaos.

Everyone starts solving a different problem, which eventually leads to conflicts. Each team member thinks the other is severely wrong, while everyone’s actually on the same side. So, you’ll end up wasting hours of your team’s time, with no real gain out of it.

So, the first step is to always break down the problem into the tiniest details, ensuring that everyone knows what it is.

Analyze the available data

Now that the team has outlined and understands the problem, they need to gather more information. The team leader should try to guide the team toward focusing on data rather than relying on opinions or anecdotal evidence. This will help the team members to focus on the facts rather than relying on emotion.

It is important to make sure the data is collected ahead of time so the process won’t be slowed down or temporarily stalled.

Brainstorm possible solutions

The next step in the process is for the group to brainstorm possible solutions to the problem. It is a good idea for the group to agree on a deadline for the brainstorming session ahead of time so the discussion doesn’t drag on indefinitely. It is also important that everyone is allowed to offer their input without criticism.

The team leader should navigate the group discussion

It is hard to make sure that everyone has a chance to share their ideas, that the group stays on topic, and that the discussion remains cordial. For that reason, the team leader should navigate the discussion to make sure the group stays focused on their main objectives and everyone has a chance to participate.

Settle on a solution and action steps for moving forward

Now that everyone has offered their input and you have come up with a variety of solutions, it is time to choose the best alternative. To select the best alternative, the team must know what their desired outcome would look like and also what are the possible consequences of that outcome.

Once the team decision making is complete, it is important that everyone on the team stands behind that decision. If everyone on the team is not committed to fully supporting that decision you risk invalidating it entirely.


Now that you know how to facilitate successful team decision making, you have the potential to be a much better leader. After all, what defines a good leader is how efficient their team is.

Did we miss anything? Do you have any favorite decision-making techniques that should’ve made the cut? Let us know down in the comments!

An ethical dilemma (ethical paradox or moral dilemma) is a problem in the decision-making process Corporate Strategy Corporate Strategy focuses on how to manage resources, risk and return across a firm, as opposed to looking at competitive advantages in business strategy between two possible options, neither of which is absolutely acceptable from an ethical perspective. Although we face many ethical and moral problems in our lives, most of them come with relatively straightforward solutions.

How to develop alternative perspectives for decision making

On the other hand, ethical dilemmas are extremely complicated challenges that cannot be easily solved. Therefore, the ability to find the optimal solution in such situations is critical to everyone.

Every person may encounter an ethical dilemma in almost every aspect of their life, including personal, social, and professional Professional The term professional refers to anyone who earns their living from performing an activity that requires a certain level of education, skill, or training. .

How to Solve an Ethical Dilemma?

The biggest challenge of an ethical dilemma is that it does not offer an obvious solution that would comply with ethics al norms. Throughout the history of humanity, people have faced such dilemmas, and philosophers aimed and worked to find solutions to them.

The following approaches to solve an ethical dilemma were deduced:

  • Refute the paradox (dilemma): The situation must be carefully analyzed. In some cases, the existence of the dilemma can be logically refuted.
  • Value theory approach: Choose the alternative that offers the greater good or the lesser evil.
  • Find alternative solutions: In some cases, the problem can be reconsidered, and new alternative solutions may arise.


Some examples of ethical dilemma examples include:

  • Taking credit for others’ work
  • Offering a client a worse product for your own profit
  • Utilizing inside knowledge for your own profit

Ethical Dilemmas in Business

Ethical dilemmas are especially significant in professional life, as they frequently occur in the workplace. Some companies and professional organizations (e.g., CFA CPA vs CFA® When considering a career in corporate finance or the capital markets you will often hear people asking, “Should I get a CPA or CFA?” and “Which is better?”. In this article, we will outline the similarities and differences of the CPA vs CFA designations and try to steer you in the right direction about ) adhere to their own codes of conduct and ethical standards. Violation of the standards may lead to disciplinary sanctions.

Almost every aspect of business can become a possible ground for ethical dilemmas. It may include relationships with co-workers, management, clients, and business partners.

People’s inability to determine the optimal solution to such dilemmas in a professional setting may result in serious consequences for businesses and organizations. The situation may be common in companies that value results the most.

In order to solve ethical problems, companies and organizations Types of Organizations This article on the different types of organizations explores the various categories that organizational structures can fall into. Organizational structures should develop strict ethical standards for their employees. Every company must demonstrate its concerns regarding the ethical norms within the organization. In addition, companies may provide ethical training for their employees.

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CFI offers the Financial Modeling & Valuation Analyst (FMVA)™ Become a Certified Financial Modeling & Valuation Analyst (FMVA)® CFI’s Financial Modeling and Valuation Analyst (FMVA)® certification will help you gain the confidence you need in your finance career. Enroll today! certification program for those looking to take their careers to the next level. To keep learning and advancing your career, the following CFI resources will be helpful:

  • Business Ethics Business Ethics To keep it simple, business ethics are the moral principles that act as guidelines for the way a business conducts itself and its transactions
  • Top Accounting Scandals Top Accounting Scandals The last two decades saw some of the worst accounting scandals in history. Billions of dollars were lost as a result of these financial disasters. In this
  • Types of Due Diligence Types of Due Diligence One of the most important and lengthy processes in an M&A deal is Due Diligence. The process of due diligence is something which the buyer conducts to confirm the accuracy of the seller’s claims. A potential M&A deal involves several types of due diligence.
  • Whistleblower Policy Whistleblower Policy A whistleblower policy is now considered a very critical part of almost all organizations, as a result of legal issues. Whistleblowers almost always become

Financial Analyst Certification

Become a certified Financial Modeling and Valuation Analyst (FMVA)® Become a Certified Financial Modeling & Valuation Analyst (FMVA)® CFI’s Financial Modeling and Valuation Analyst (FMVA)® certification will help you gain the confidence you need in your finance career. Enroll today! by completing CFI’s online financial modeling classes and training program!