Problem Solving on a Regular Basis, Humans

Problem Solving

On a regular basis, humans must solve problems or issues. This has been true for millennia, from the time in which we were hunter-gatherers to now having a myriad of choices in almost every single moment of our lives. We must choose clothing, colors, styles, entertainment, meals, and time schedules, almost down to the minutiae. Because we are now confronted with so many decisions, these decisions often bleed off into more serious and interpersonal conundrums -- colleagues, subordinates, loved ones that problem and decision making solutions are even more complex. However, one way of thinking about a problem or set of challenges involves a rather simple, but powerful, form of analysis: 1) Identify the problem, 2) Brainstorm the alternatives, 3) List advantages/disadvantages for each alternative, 4) Propose a solution, 5) Test the solution. This method is, in fact, part of John Chaffee's Critical Thinking methodology, and may serve one well in a variety of situations (Chaffee, 2011).

I am a 40-year-old male and a professional Fire Chief. My duties vary, but I supervise a number of Firefighters and Administrative Staff on a regular basis. The current situation involves two employees, both trained and certified Firefighters. There is a Community/Homeland Security liaison position open that does not pay a great deal more salary wise, but does allow the individual selected more visibility within the community and a chance to travel and interact more with governmental officials and the public. Two candidates have applied for the position, with one making it very clear that he will go to his union and file a formal protest if not selected.

Candidate A is a younger man, late 20s, a 5-year veteran of the force with a college degree in management. He is well-liked and respected by his peers, congenial, and always seems willing to help others, will trade shifts, is conscientious in the house, with a real can-do attitude. Candidate B. is a 17-year veteran of the force, is extremely competent in all aspects of his position, but has been passed over promotion before for a variety of factors. First, he is competent in his job, safety conscious, yet his colleagues do not trust him. He is surely, always needs to be right and have the last word, cynical to the extreme, and tends to hold a rather entitlement mentality. He has refused to use Department funds to further his education, and begrudgingly attends training sessions only when they are mandatory. His reason for wanting the position is to "get away from the BS" of the day and try something new. He believes his experience in the force makes him a more appropriate candidate because he knows more of the intricacies and has a longer track record. He has told numerous people that if he doesn't get the position he will immediately file a grievance since the position itself does not require a college degree. Applying the Chaffee method, we see:

1. Identify the problem -- Both A and B. have qualifications that make them ideal of the position.

2. Brainstorm alternatives -- With only two candidates, we could reopen the position, close the position at present, or make a hiring decision.

3. List advantages and disadvantages -- Done in tabular form, we see:

Action

Advantages

Disadvantages

Potential Consequences

Hire A

Congenial, will "sell" better to the public and has a better attitude in working with government officials.

Has limited force experience

Lack of experience may hinder decision making.

Hire A

Has a more well-rounded approach to modern homeland security issues; is research oriented based on degree.

Youth may cause some in government not to take him seriously.

Perception may hinder action.

Hire A

Marvelous training opportunity and shows staff development.

Removes a positive and proactive influence from the force.

A would accept not getting the position and remain positive.

Hire B

Removes a negative from the Firehouse

Is this the image we want to portray to the community and government?

Potential alienation on all sides.

Hire B

Rewards years of service

Rewards less than team behavior.

Prevents a union grievance

Hire B

May cause B. To realize inadequacies and develop greater cooperation and character.

May also cause more problems for Chief and community.

Appears that one is giving into threats rather than looking at the situation objectively.

4. Propose a solution- Set up a ranking of qualifications needed for the position. Give each applicant three types of interview exams: 1) technical, 2) situational (example, what would you do in this situation), and 3) interview with Chief, Police Chief, local FBI or Homeland Security Office, and 2-3 well respected members of the community (possibly Chamber of Commerce President, local University or College President, and/or prominent member of service organization like Lion's Club, etc.